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How would you help your new employer choose students from your college our

university? Imagine that you have completed your education program and have been hired by

the organization that was your first choice. Congratulations ! Now that employer has asked

you to select four of your classmates to join you in the organization. The employer figures

that you probably know the program and the students as well as any one, so they think youd

do an excellent job of selecting other because you are just the type of person they had been

looking for. The organization is well regarded and pays well, so many students will wants the

jobs. Once the employer let it be know that you would be doing the selecting for the jobs, you

heard from more than 20 students who wanted you to hire them. How would you start ?

You would probably begin by examining description of the organization and the jobs

in order to identify the important behaviors/outcomes, skills, abilities, and traits that seem

necessary to accomplish them. How would you (and your employer) know if. You were

successful? It is enough that the people you hire stay on the job for one year? Should you

strive to select those who will get top performance ratings from their supervisors? Should you

emphasize how well a person fits the values and beliefs of the organization, or should you

concentrate on the skills needed for a first job ? to what extent should you pick people who

are a lot like you, or should you strive for diversity ?

Once youve decided on your selection goals, you must decide what selection

techniques and information you will gather and use. The goal is to find things you vcan

measure before applicants are the hired that will predict their behaviors and the achievements

after they are hired.Would you consider previous job experience ? would you call on

references and, if you did, would you only call on the references listed by the applicant ?

might test of general mental abilities or specific job knowledge be appropriate? How about a

personality test-----do some personality types make better employees than other ? should you

screen out applicant who fail a drug or honesty test? Should you impose a diversity goal ? if

you choose all men or all women the government may require you to demonstrate a clear

performance based raeson for this preference .

Would you interview the job candidates ? Who would conduct the interview the

future boss , co workers, you ? Virtually every organization interviews applicants ; most job

candidates expect it, and most interviewers think they are good judges of people. Yet, unless

an interview is constructed and carried out in a very structured way, interviewers may not do

very well at selecting good performers.


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Moreover, the world of selection is changing. Increasingly, the hiring decision is made by

team of co-workers with whom the new employee will work. Team member often require training

and assistance to learn how to make good selection decision that stay within legal requirements. At

aetna, the large insurance company, the staffing process rest in hands of managers the tools they

need without creating human resource bureaucracy? aetna human resource managers did it with

the staffing toolkit a windows based software package that provides assistance, instruction, and

necessary forms to follow six steps of the staffing process:

1. Determine need

2. Source

3.

Screen

4. Interview/select

5. Offer/ hire

6.

Orient

Thus, the role of human resource professionals changes from one carrying aout staffing

activities and processed to one of developing support for those who know their needs and who will

have the live with the results in most organizations, human resource professionals play a key role

in the external selection process. They often recommend and design specific selections techniques,

frequently conduct the selection process, and usually help to interpret the result of selections,

ensuring that the process meets organizational, employee, and legal requirements. Increasingly,

however, every worker in every company is likely to play a role in the external selections process.

The technology of external selection, including interviews, tests, and otheractivities

continues to advance daily.

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We will discuss the technology in detail in this chapter, but the advance of computers

and the internet brings new tools and opportunities. A recent buyers guide includes tests for

aptitudes, attitudes, drug use, honesty, leadership, personality, physical ability, safety, sales

potential, office skills, and customer service, many of which can be administered and scored on is

just a mouse click away, and theres no shortage of expertswith products to sell. This makes it

even more important to understand the objectives and principles of external selection.

Objectives For External Selection

Efficiency

External selection determines who joins the organization. These new hires often spend decades with

the organization and they become the resource the organization depends on for further job

assignments throughout their careers. Its no exaggeration to say that the decision to hire each

employee costs the organization thousands of dollars in pay, benefits, and other support costs.

Selection activities can cost millions of dollars when applied to large numbers of employees.

However, because those employees affect organization outcomes for many years, the one-time

effort to select carefully can produce extraordinary returns on the investment. More than ever


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before, organizations are focusing on selecting employees who can make long-term contributions

through flexible teams, task forces, and continuous learning.

Equity

External selection activities are one of the most visible and important signals about theorganizations commitment to fairness and legal compliance. Selection activities are often the first

contacts applicants have with the organization, and they use the activities as signals about other

organization attributes. Equal employment opportunity (EEO) laws and court cases frequently focus

on external selection activities they are an important consideration in choosing and using external

selection techniques. As Chapter Two describe, when an organizations selection processes reject

too many members of protected groups, the courts or government agencies may require that the

fairness and necessity of those selection procedures be carefully assessed, often with expensive and

time-consuming data collection efforts. Indeed, many organizations choose external selection

procedures mainly to avoid rejecting protected groups rather than to select the best applicants from

among the pool. In addition to federal and state EEO laws, employers must increasingly focus on

another issue-privacy. Consider a 1989 case involving 131 targets stores on California. The national

retailer required job applicants for security positions to take the Minnesota Multiphasic Personality

Inventory (MMPI), which asks for true/false answers to over 700 statements such as I am

fascinated by fire, I am strongly attracted to members of my own sex, and I have had no

difficulty starting or holding my bowel movement. Target asked these questions from 1987 to 1991,

despite a class action invasion-of-privacy and employment discrimination suit, Soroka v. Dayton

Hudson, filed in 1989. In 1995, the retailer formation. One study of a Japanese-owned auto parts

plant in the United States suggested that the senior plant managers had been given a goal of

remaining free of unions, and although none of the selection practices explicitly excluded pro-union

workers, those who confidentially told the researcher they would vote for a union more likely to

withdraw their applications or quit shortly after being hired.

DEVELOPING AN EXTERNAL SELECTION STRATEGY

As the example at the beginning of this chapter illustrated, designing an external selection strategy

involves making the following choices:

1. What the selection criteria and evidence to use in judging selection information about

applicants.

2. Which specific information-gathering techniques to use.

3. How the information will be used within the selection process.

4.

How to measure the result of selection.

In later sections, we discuss different selection techniques and how to use and evaluate

selection information. It is important, however, to understand the link between organization

goals and external selection strategy. Ideally, external selection strategy flows directly room an

analysis of the organizations goals, which translate into work roles or contributions, which

suggest what applicant characteristics to look for, which in urn guides the choice of selection


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methods and the evaluation of their effectiveness. Exhibit 7.2 illustrates these links. It also

shows how important it is to reinforce selection decisions with integrated work design, training,

and rewards.

Notice that exhibit 7.2 focuses on the overall work environment and o the notion of the person-

organization fit. Traditionally, external selection has been describes as fitting the person to the

job. As chapter three shows, the nature of work and organizations today requires thinking in

terms of long-term contributions through varied work roles and a career involving continuous

learning. Organization. One study found that when assigning undergraduate students to teams,

the teams based only on ability had less communication and cohesiveness than when students

chose their own teams. Still, most researcher on selection focuses on predicting performance in

a particular job.

What principles guide the selection strategy? There are many considerations, but two issues are

paramount validity and legality. Legality reflects whether the external selection strategy adheres

to laws and regulations, and avoids motivating litigation. Every single step in the process is

subject to legal scrutiny if it creates adverse impact, as you saw in Chapter Two. Validity refers to

whether the selection strategy predict the future. Because validity is such a central issue, we

define it next, so that you will understand it when we discuss the specific selection techniques.

VALIDITY: HOW WELL INFPRMATION PREDICTS THE FUTURE

External selection decisions are predictions. Based on applicant characteristics that can be

observed before hiring, organizations try to predict how applicants will behave or perform if

they are hired. The only way to know for sure which applicants are the best would be to hire

everyone who applies. Let everyone perform in the job, and then keep only enough of the best

employees to fill the

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Organizations needs. Unfortunately, this approach is seldom practical because of high costs,

limited equipment availability, risks of damage or accidents, and the reluctance of applicants to

give up other opportunities during the probationary period. Even if it were feasible for the first

job, selection would still require making predictions about such things as performance in higher-

level positions or the likelihood of staying with the organization.

Therefore, organizations must chose among applicants based on less directi indicators of

their duture behaviors. Exhibit 7.3 shows selection as a two-way signaling process, with the


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organization observing signals from applicants such as their performance in interviews, test scores,

and knowledge of the company.

These signals are interpreted for their relationship to the desired information such as

applicantskonwledge, skill/ability. Motivation, and other factors shown on the right side of Exhibit

7.3. the signals are called the predictors, and the desired information elements are called the

criteria. Evidence regarding how well predictors actually work is called validity information. Note in

the exhibit that the selection process acts as a signal to job applicants as well. Aaplicants interpret

what they from impressions

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About what it would be like to work in the organization. We discussed this in Chapter Six on

recruitment.

For the orgaization, the ask is to measure the applicant using selection information thatwill predict their future behaviors. To measure, the organization must distinguish among the

applicants, ussualy bye assigning a score to ach applicant. The rating might be a test score, an

interview rating, or a combination of several measures. Making a score out of an observation is

often tricky. The American Management Association suggest that certain nonverbal messages

observed in the interview may have interesting scores or interpretations. For example, is shaking

head interpreted as disagreeing, shocked, or disbelieving? should sitting on edge of seat be

scored anxious, nervous, apprehensive?

Validation simply asks, are the differences in applicant characteristics (such as knowledge,

skills, abilities, or experience) that we measure now, related to their behaviors after we hire them?validity information helps organizations choose predictors that can improve selection decisions and

thus raise the quality of those selected. Validation is also significant legally. As Chapter Two

describes when predictors seem to exclude members of legally protected groups, EEO laws and the

courts consider whether the predictors are related to job performance, and thus, necessary to the

business . validity information can provide evidence that selection processes are job-related.

Validity Coefficient


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Exhibit 7.4 contains three graphs, called scatterplots, each one plotting the relationship

between predictor scores on a selection technique (the horizontal axist) and criterion scores on a job

behavior (the vertical axis). The graph is

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Easier to understand if you imagine a particular combination of predictor and criterion. Imagine that

the X-axis represents scores on an intelligence test and thw Y-axis is the performance rating by a

persons supervisor after one year on the job.Thus, every dot in exhibit 7.4 represent one personsintelligence test score and one-year performance rating. This idea holds for any predictor and

criterion, so you can choose you favorite if you wish. Each ellipse contains a pattern of dots for many

individuals. At the top of the exhibit, the scores seem to move together more. At the top, figure 1

shows low validity because any particular predictor score is associated with a wide range of possible

criterion scores. In the middle, figure 2 shows moderate validity because each predictor score

associated with a narrower range of criterion scores. At the bottom, figure3 shows the highest level

of validity, because the dots fall nearly on a straight line, with each predictor score associated with

only a very narrow range of possible criterion scores.

The information in a scatterplot can be summarized by a single number called a correlationcoefficient. In validation it is called Validity coefficient. It is represented by the symbol r. The values

for r can range from -1.0 (Indicating that scores fall perfectly on a line sloping downward from left to

right), to 0.0 (Indicating that scores fall in a circle or have no linear relationship) to 1.0 (Indicating

that scores fall perfectly on line sloping upward from left to right). In exhibit 7.4, notice how the r

values of 0.12 in figure 1.0.40 in figure 2, and 0.65 in figure 3 reflect this pattern. The formula for the

correlations coefficient is available in any basic statistics book. Fortunately, these calculations are

now done by computer. Most basic spreadsheet programs calculate the correlation coefficient at the

touch of a key.

The validity coefficient is only a calculation. You can compute it for any set of paired scores,no matter whether they are real, and no matter what their relationship. You might try calculating

the correlation between the weekly hours you put into each of your classes, and the final class

grades you receive. If it positive, that may be very interesting, but does it mean that more hours and

better grades will be associated next term? This is also important in selection. The validity coefficient

for one group people is less important than whether the organization will see similar relationship

with future groups of applicants. Using statistics, we can calculate the probability that a correlation

from one group is large enough so that we should expect to see a relationship in other groups. If his

probability ih high, we say the correlation is statistically significant.

If study hours and grades are correlated, does that mean that the hours you put in causedthe high grades? A validity coefficient (even a statistically significant one) does not mean that one


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thing causes another. Your grades and study hours may be correlated because you spend more time

on classes that you like, and you get better grades because you like the class. One study found that

the draft order of college basketball players into the National Basketball Association (NBA)

correlated with their professional playing time and tenure with the team. Does higher draft status

cause performance? The study found that draft order related to playing time and tenure even after

taking into account on-court performance. Injuries, and other factors. It appears that once NBA

teams pay a lot for a player, they them more than low-draft players with performance. The predictor

affects how teams support the player. Simply because intelligence test scores correlate with job

performance ratings doesnt mean we should train employers how to do better on intelligence tests.

However, it may mean we should consider intelligence when we select people.

As we discus selection techniques in later sections, we will report the validity coefficients

that have been discovered through scientific study. Keep in mind that validity coefficients closer to

1.0 mean stronger relationship and vice versa. How high must validity be to be good? there is no

general rule. Higher validity is generally better, but even a low-validity predictor can be useful if the

selection decisions are very important and if there are no alternatives. Also, keep in mind that

predictor validity depends oh the situation. If you are trying to select people for assignment in which

they can stretch or grow then a predictor with high validity for job performance may not be

useful, because if would select people who can already do the job and wont grow very much.

Finally, validity is not something to be pursued at all costs. It is an indicator of a predictors ability to

help achieve goals. Sometimes validity can be improved by matching predictor to very rigid and

constrained work outcomes. A typing test will be a valid predictor of how accutarely a computer

programmer can input characters, but it is probably not a complete selection system. A programmer

also must be creative.be able to work on a team, and perhaps be able to eventually lead and

influence customers, suppliers, or shareholders. Predicting future performance in a world of

changing hobs and roles may require rethinking our traditional notions of validity. Keep this in mind

as you learn more about the technology of external selection.

CHOOSUNG SELECTION TECHNIQUES

There is probably an infinite variety of ways to measure applicant information, and new ways are

being developed every day. Computerized testing and genetic screening were virtually unheard of

several years ago now many organizations use them. Still, traditional information-gatheringtechniques such as the application form and the interview enjoy the widest use. Despite legal

scrutiny and recessionary times. U.S. employers continue to use a variety of methods to select

applicants foreign organization often use even more. In exhibit 7.5, we summarize the techniques

popularity is not a simple matter of choosing the most valid or least-cost method. Many expensive

techniques with modest validity are among the most popular, and vice versa. A better understanding

of these techniques can help explain why.

Application Forms and resumes


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Shortly after his election as U.S. president in 1992, Bill Clintons transition team received hundreds of

resumes every day from job-seekers for the more than 4,000 job openings in the administration. Bob

sent a new picture of himself every day. A mother sent a picture of her daughter dressed as a Clinton

campaign bus. And a zookeeper said he was mauled by a hippopotamus, but is all right now, how to

sort through all this? Fifty-five volunteers worked from 7:00 A.M. to midnight seven days a week

feeding everything into a sophisticated computer system called resumix that read each resume,

sorted out the duplicates, and came up with candidate list based on the characteristics chosen by

the them. Electronic resume screening was unusual in 1992. Today, its common procedure. Heres

excerpt from a discussion on HRNET:

At Microsoft, we welcome unsolicited resumes. We receive over 100,000 per year-which is

about six times the size of our workforce! A significant percent arrive over the internet, and

this is actually easier for us because we can upload them automatically into our database

(the hard copy resumes we receive must be scanned before we can load them into our

database). When we have a job opening, we do a key word search of our database to look

for applicants who may be qualified for the job. We can the do a manual review of the

resumes uncovered in the search to determine whether any are worth screening with

interviews. We have made many hires in this manner.

The first peace of information provided bye most job candidates is a written summary of

their personal characteristic. For blue-collar, clerical, and nommanagerial jobs, this information is

typically gathered through an application form. Managers and professional usually provide this

information in the form of a resume and cover letter, though an application form is typically part of

the process for these people as well.

Application Forms

Application forms serve as a record of the employment application and a way to keep track of the

characteristic of applicants as future employment openings occur. In addition, application forms

usually pose a series of questions that firms use to judge suitability for employment. Application

form almost always request an applicants name. address, telephone, social security number, and

citizenship oe employment eligibility. They usually request information on the type of work desired

and preferences about scheduling (part time, full time, evenings,etc). application form also may

requeat the names of references and prior work history.

Extensive application forms may include questions about age,race, physical characteristics,religion, gender, marital and family status, physical health, military service, arrest/conviction

records, education, credit rating, medical conditions, and estimated job skill/abilities. Though title vil

of the Civil Rights Act does not specifically prohibit particular questions, asking questions about

gender, marital status, and religion that might lead to the rejection of protected group is risky. If roo

many protected-group members are rejected, the organization may be required to prove such

information is job related and was not used to reject them. Many U.S states and territories regulate

preemployment inquires, whith sex, race, nationality, and age most frequently regulated. The virgin

islands even regulate question about political afliation. Many organization simply refrain from asking

such questions until after people are hired


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Application forms may also contain a clause requiring the applicant to undergo further

testing releasing former employers, credit sources, and references from legal liability for the

formation they furnish accepting a probationary period agreeing that the employment relationship

may be terminated at any time and stating that information provided on the form is accurate ang

trurthful. Applicant signatures are obtained as evidence of understanding agreement with these

stipulations. The question on an application blank may be more influential than you think. One study

had Canadian college students complete aoolication blanks,

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Some with inappropriate question about age, marialstatus, gender, and disabilities, some with a

statement that the organization was committed to special programs designed to eliminate

longstanding disadvantages in employment for women aboriginal people, visible minorities, and

disable persons, and somewith neithei. Students seeing application blank free of inappropriate

questions or with the commitment to eliminate disadvantages felt more positively about puruing the

job and taking it if offered, the fairness of employee treatment, and recommending the organization

to friends.

An important factor in the value and legalsafety of application safety of application form

information is the way it is used. Checklists can be constructed to ensure that relevant information is

considered, depending on the type of employment being considered for the applicant. A very

elaborate form of application blank scoring is the weighted application blank (WAB) that scores the

responses to each question, multiplies each score for each applicant. About 11 percent of firms

responding to a recent study indicated they used weighted application blanks. Usually weights are

set either bye having expert rate what factors are most important, or by examining which items to

distinguish between high and low performers between those who stay and those who leave. The

Adolph coors company uses a computerized data bade that computer list the candidates in order of

their weighted scores.

Resumes

If you plan to pursue a managerial of professional job with an organization , you undoubtedly need

to prepare a resume listing your qualifications and a cover letter. The appendix to Chapter six

provides guidelines on preparing and using these tools to make your case to a prospective employer.

The organization can use a cover letter and resume similarly to an application form. Selectors scan

these documents for useful selection information. Checklists and weighting schemes also can add

structure and consistency to the resume-scanning process.


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As we have seen, computer technology has revolutionized the resume-screening process.

When resumes are scanned into databases, managers can easily search through thousands of them

in a wink, progressively narrowing the search by using key words that reflect desired characteristic.

Disney, ford motor company, and the white house hire a company using artificial intelligence to

analyze resumes and identify primary work experience and other factors. However, cyber-scanning

may have a cost in creativity. Some experts recommended using simple black type on white paper,

no folds or staples, a keyword terms. Still, its a good idea to proofread the resume bloopers : I

want a position to pay my bills have word purpose and locust skills and experienced in private

relations .

Validity

Grades in school, years of school, and years of experience often do not strongly relate to job

performance, with validities less than 0.20. however, using a scoring scheme with weights on themost important factors can improve predictions, especially for separations. Performance predictions

can be improved if the

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