Selection Process 5th Lot

8/3/2019 Selection Process 5th Lot

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SELECTION PROCESS

Selection is followed by the recruitment process and screening of the applicants. It is a

process of de-selecting the candidates not found suitable for the positions/posts applied

for. Selection involves a series of steps by which the candidates are screened for

choosing the most suitable persons for vacant posts, say Chabra, TR.N. (2006).

Ivancevich and Glueck (1986) have stated that Selection is the process by which an

organization chooses from a list of screened applicants, the person or persons who best

meet the criteria for the position available.

The process of selection leads to employment of persons who posses the ability and

qualification to perform the jobs. Selection process divides the candidates into two

categories:

- Those who will be offered employment

- Those who will not be offered employment.

The selection process may be called rejection processes since more candidates may be

turned away than employed. That is why selection is frequently described as a negative

process in contrast with the positive nature of recruitment.

According to Cascio, W. F. (1995) the step following recruitment is initial screening ...The selection process following screening is more rigorous. Orientation may take up

several hours or several weeks Placement occurs after orientation; placement is the

assignment of individuals to jobs .

According to Blum, M.L., (1968) an effective selection program is a non-random

process because those selected have been chosen on the basis of the assumption that they

are more likely to be better employees than those who have been rejected .

SELECTION POLICY :

According to Dwivedi, R.S. (2002), while formulating selection policy, attempts should

be made to take under purview organizational requirements as well as technical and

professional dimensions of selection procedure. Decisions regarding selection and

placement are critical, although these decisions can be improved through the advice of

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the staff personnel. Explicitly, administration and interpretation of psychological tests

necessitate professional assistance. Accordingly, the crucial consideration in selection

relates to whether or not a professional selection program should be undertaken. Policies

on selection should be based on effective blending of professional industrial relations

needs, organizational planning and employee development goals.

According to Yonder etal (1992), formation of these policies involves several

considerations such as legal provision , objectives of employee development,

organizational goals such as stability and growth, union policies, integration of individual

and organizational goals, technological issues, cost factors and extent of formality.

Briefly, an effective policy asserts the what and why aspects of the objectives.

PURPOSE OF SELECTION:

The basic purpose and the only purpose of the selection process is to choose right type

of candidates to man various positions in the organization. As Blum and Naylor observe,

the purpose of the selection process is to make effective use of individual differences

with a view to selecting individuals who possess the greatest degree of qualities required

for effective job performance.

In order to achieve the purpose of selecting the right type of candidates a well organizedselection procedure involves many steps and at each step, unsuitable candidates are

rejected.

In other words, the aim of selection process is to reject the unsuitable candidates.

Recruitment is a positive process because it aims at attracting applicants for various jobs.

Bit selection is a negative process because it aims at rejecting applicants who are

unsuitable and offering jobs to those who are found fully suitable.

STRATEGIC SELECTION

The firms today are instituting HR practices aimed at gaining competitive advantage from

their employees. For example, GEs former Chairman Jack Welch has said, The only

way I see to get more productive it is by getting people involved and excited about their

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jobs. You cannot afford to have any one walk through a gate of a factory or into an office

who is not giving 120% (Personal Interview, April 1992).

If a companys competitiveness depends on its employees, then the business function

responsible for selecting has to play a bigger role in the companys success. The notice

if employees as competitive advantage has, therefore, led to a new field of study known

as Strategic Selection, the linking of Selection with strategic goals and objectives in

order to improve business performance and develop organizational cultures that foster

innovation and flexibility, say Catherine Truss and Lynda Gratton (1994) ,

According to Goplin and Murray (2001) ideally, HR and top management together craft

the companys business strategy. That strategy then provides the framework that guides

the design of specific HR activities, such as, selection. This should produce the

employee competencies and behaviors that in turn should help the business implement its

business strategies and realize its goals. HR strategies are the courses of action HR uses

to help the company achieve its strategic aims. Selection process is one of these courses

of action to develop competitive advantage in the corporate world.

WHY CAREFUL SELECTION?

According to Philip Schofield (1993) with a post of applicants, the next step is to select

the best candidates for the job. This usually means, whittling down the applicant pool by

using the screening tools explained in this chapter: tests, assessment centres, and

background and reference checks. Then the prospective supervisor can interview likely

candidates and decide who to hire.

Selecting the right employees is important for three main reasons; according to Gary

Dessler (2004).

First, your own performance always depends in part on your sub-ordinate. Employees

with right skills and attributes will do a better job for you and the company. Employees

without these skills or who are abrasive or obstructionist wont perform effectively, and

your own performance and the firms will suffer. The time to screen out undesirables is

before they are in the door, not after.

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Second, it is important because its costly to recruit and hire employees.

Third, it is important because of the legal implications of incompetent hiring. Courts will

find employers liable when employees with criminal records or other problems take

advantage of access to customers homes (or similar opportunities) to commit crimes.

Lawyers call hiring workers with such back grounds, without proper safe guards,

NEGLIGENT HIRING. In one case, Ponticas V, K.M.S Investments, an apartment

manager with a pass key entered a womans apartment and assaulted her. The court

found the apartment complexs owner and operator negligent in not properly checking the

managers back ground before hiring him.

According to CHHABRA (2006), the benefits of selecting right kind of people for

various jobs are as follows:

i. Proper selection of personnel goes a long way towards building up a stable

workforce. It will keep the rates of absenteeism and labour turnover low.

ii. Competent employees will show higher efficiency and enable the organization to

achieve its objective effectively

iii. The rate of industrial accidents will be considerably low if suitable employees are

placed on various jobs.

iv. When people get jobs of their taste and choice, they get higher job satisfaction.

This will build up a contended workforce for the organization.

v. The morale of the employees who are satisfied with their jobs is often high.

SCIENTIFIC SELECTION

The objective of Scientific Selection is to place on each job a worker who can maintain a

given output with minimum expenditure of energy and who will be best fit to the job. The

factors to be considered for selecting the right person for the right job are as follows:

1. Physical Characteristics

2. Personal Characteristics

3. Proficiency or skill and ability

4. Competency

5. Temperament and character

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6. Interest.

HR Departments Role in Selection :

HR Department plays an important role in the selection process.

Requisition for the employees must originate from the department where

it is necessary.

HR department will examine the job description and job specifications

and will tap some sources of recruitment.

Selection process will start when some applications are received from the

candidates.

The HR dept. will classify and file the applications and will screen out

the applicants which are found unsuitable.

Procedural Details of Selection:

Every organization will design a selection procedure that suits sits requirement. However

The selection process depends mainly on effective job analysis and recruitment.

According to Yonder, et al (1998), selection process involves seven steps as follows:-

1. Preliminary Screening of applicants

2. Review of Application Blank

3. Checking references

4. Physical examination

5. Psychological testing

6. Employment interview

7. Evaluation

CHHABRA, T.N. (2006) describes the main steps or stages of selection process through

the following diagram:

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Steps in Selection Procedure

Chatterjee, B. 1996) states that broadly speaking the instruments of the selection process

are:

a) Interview

b) Group discussion

c) Reference checks and recommendations

d) Physical examination

e) Selection and placement

Cook (1993) refers to the main selection method as the classic trio consisting of :

1. Application forms

2. Interviews, and

3. References.

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Preliminary Interview

Receiving Applications

Screening of Application

Employment Tests

Interview

Reference Checking

Medical Examination

Final Selection


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Cook adds, these can be supplemented or replaced by bio-data, assessment centres and,

psychological tests. It has been demonstrated again and again that interviews are an

inefficient method of predicting success in a job.

According to Mathis and Jackson (2004): An important selection criterion is that a

person must have the requisite capability and qualification to do the job successfully.

Effective selection of employees involves using criteria and predictors of job

performance. At the heart of an effective selection system is knowledge of what

constitutes appropriate job performance and what employees characteristics are

associated with superior performance .To predict whether a selection criterion is present,

the employer tries to identify predictors as measurable indicators of selection criteria.

The diagram below depicts the concept clearly:

Fig Job Performance, Selection Criteria and Predictors

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Quantity of

work

Quality of work

Compatibility

with others

Presence of

work

Length of

Ability

Motivation

Intelligence

Conscientiousness

Appropriate riskfor employer

Appropriate

performance

Experienxce

Past Performance

Physical skills

Education

InterestSalary requirements

Certificate / degrees

Test scores

Personality measures

Work references

Tenure on precision

jobs

Previous jobs held

Drug test

Police record

Elements of Job

Performance

Selection Criteria for

Employment. Employees

meeting performance

Predictors for selection

criterion


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The information gathered about an applicant should be focused in finding predictors of

the likelihood that the applicant will be able to perform the job well. Predictors can take

many forms, but any selection tool used (for example , application form, test, interview,

education requirements, or years of experience required, should be used only if it is a

valid predictor of job performance. Using invalid predictors can result in selecting the

wrong candidate and rejecting the right one, say Mathis & Jackson (2004)

VALIDITY IN SELECTION According to Mathis and Jackson (2004), Validity

in the correlation between a predictor and job performance what it is the start that a

predictor actually predict the situation in which the selection device is being used. For

example, a psychological test designed to predict attitude for baby sitting jobs might not

be valid for predicting motivation aptitudes for HR executives jobs.

RELIABILITY: Reliability of a predictor is the extent to which it repeatedly

produces the same result, over time. For example, if the same person took test in

December, and scored 75, but upon taking it in March scored significantly higher, the test

may not be reliable. Thus, reliability has to do with consistency of predictors in

Selection.

Selection Process flow chart according to Mathis & Jackson (2004)

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Selection Process Flowchart

A comprehensive list of steps in Selection Process :

0. Preliminary Interview or Screening

1. Application Forms

2. Ability test

3. Personality tests4. Psychological tests

5. Interviews

6. Assessment centres

7. Drug test/medical examination

8. Honesty tests

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Applicant Job interest

Pre-employment

Screening

Application form

Test Interview

Background

Investigation

Additional Interview

(Optional)

Conditional Job offer

Medical Examination

Drug Test

Job Placement


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9. Letter of recommendation

10. Referenced checks

11. Handwriting Analysis/Graphology

12. Group Discussions

13. Drug Abuse screening

14. Video-based situation testing

15. The miniature job training and Evaluation Approach

Preliminary Interview or Screening:

There is a significant difference between selection interview and preliminary

interviews. Preliminary interview is nothing but screening the applications and

therefore, briefly interviewing the candidates to check the entries in the application form.

Preliminary interviews are generally brief and do the job of eliminating the unsuitable

candidates. Candidates who pass this crude screening are usually asked to fill in the

application blank available with the employment office of the organization.

Of an applicant is eliminated at this stage, the organization will be saved from the

expenses of processing him through the remaining steps of the selection procedure and

the unsuitable candidate will be saved from the trouble of passing through the long

procedure .

Receiving Application Forms: Russel, C.T. at all (1990) states that a recent

variation on the traditional application form is the bio-data form. This is essentially a

more detailed version of the application form in which applicants responds to a series of

questions about their back ground, experience and preferences. Responses to these

questions are then scored. As with any selection tool, the bio-data most relevant to the

job should be identified through job analysis before the application form is created. Bio

data have moderate identity in predicting job performance. Properly prepared, the

application form serves four purposes:

1. It is a record of the applicants desire to obtain a position

2. It provides the interviewer with a profile of the applicant that can be used in the

interview

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3. It is a basic employee record for applicants who are hired

4. It can be used for research on the effectiveness of the selection process and it can

also be used by police in any of the candidates involvement in any crime.

Many employers use only one application form but some need several, one for each

category of employee:

(Sample application form is hereunder) ?????

ABILITY TEST:

Tests that assess an individuals ability to perform in a specific manner are grouped asability tests. Sometimes further differentiated into aptitude and achievement tests, each of

the several types of ability tests is briefly examined next:

Cognitive ability Test

Physical ability Test

Psychomotor Test

Work sample Test

Cognitive ability tests: Measures an individuals thinking, memory, reasoning, and

verbal and mathematical abilities. Tests such as these can be used to test applicants basic

knowledge of terminology and concepts, word fluency, spatial orientation,

comprehension and retention span, and general and conceptual reasoning.

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Physical Ability Tests: measures individual abilities such as strength, endurance,

and muscular movement.

Psychomotor Tests: measures a persons dexterity, hand-eye co-ordination, arm-hand steadiness, and other factors.

Work sample tests, which require an applicant to perform a simulated job task that is part

of the target job.

PERSONALITY TEST :

According to Mathis & Jackson (2004) Personality is a unique blend of individual

characteristics that affect interaction with the environment and help define a person. Of

the many different types of personality tests, one of the most widely known and used is

the Minnesota Multiphasic Personality Inventory (MMPI). It was originally developed to

diagnose major psychological disorders and has become widely used as a selection test.

From this and many other personality tests, an extensive number of personality

characteristics can be identified and used. The Myers-Briggs test is another widely used

test of this type when used in selection, psychological or personality testing requires that

a solid job-related link be made.

As reported by Funder, D.C et all (1987), Digman, J.M. (1990), and Barrick et all (1991),

the main reason personality tests fell out of favor is that these is no commonly agreed

upon set of trait measures. Many traits can be measured in a variety of ways, and this lack

of consistency produce problems with reliability and validity. However, recent research

on personality measurement has demonstrated that personality can be really measured

and summarized as being composed of five dimensions. The big five factors, now

widely accepted in the field of personality psychology, follows:

Extrave rsion The degree to which some one is talkative, sociable, active,

aggressive and excitable.

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Agreeableness: The degree to which some one is trusting, amiable, generous,

tolerant, honest, co-operating and flexible.

Conscientiousness The degree to which some one is dependable and organized

and conforms and perseveres on tasks.

Emotional stability: The degree to which some one is secure, calm, independent,

and autonomous.

Openness to experience: The degree to which some one is intellectual,

philosophical, insightful, creative, and curious.

Of the five factors, conscientiousness appears to be most related to job performance.

PSYCHOLOGICAL TESTS:

Banks, retail-chains and other service sector companies have long used pencil and paper

psychological tests to weed out applicants who might steal on the job. To day, there are

broader psychological tests designed to gauge, for example, whether a job applicant has a

strong work ethic or will be motivated or defeated by the challenges of the job. These

broad tests attempt to uncover likely behavior with questions such as: Would you agree

that to be successful, luck is more important than hard work?

INTERVIEW: This method of selection will be taken up at the end of this

section.

ASSESSMENT CENTRES :

An assessment centre is composed of series of evaluative exercises rises and tests used

for selection and development, says Mathis and Jackson (2004). Most often used in the

selection process when filling managerial openings, an assessment centre uses multiple

exercises and multiple raters. In one assessment centre, candidates go through

comprehensive interview, pencil-and-paper test, individual and group simulations, and

work exercises. The candidates performances are then evaluated by a panel of trained

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raters. It is crucial to any assessment centre that the tests and exercises reflect the job

content and types of problems faced on the job for which individuals are being screened.

The assessment centre itself may be plain conference room, but it is often a special room

with a one-way mirror to facilitate observation. Typical simulated exercises include :

The in basket

Leaderless group discussion

Management games

Individual presentations

Objective tests

The interview.

In practice, employees use assessment centres for selection, promotion and development.

Supervisor recommendations usually play a big role in choosing centre participants. Line

managers usually act as assessors and typically arrive at their ratings through a consensus

process, says Annette, et al (1997). However, whether they do their job less expensively

than other selection techniques is not clear. One study by David Grovce (1981) suggests

that the approach is financially efficient.

DRUG TEST/MEDICAL EXAMINATION :

According to CHHABRA, T.N. (2006) the pre-employment physical examination or

medical test of a candidate is an important step in the selection procedure. Though in the

suggested selection procedure, medical test is located near the end, but this sequence

need not be rigid. The organizations may place the medical examination relatively early

in process so as to avoid time and expenditure to be incurred on the selection of

medically unfit persons.

The physical examination should disclose the physical characteristics of the individual

that are significant from the stand point of his efficient performance of the job he may

be assigned or of those jobs to which he may reasonably expected to be transferred or

promoted.

A proper medical examination will ensure higher standard of health and physical fitness

of the employees and will reduced the rates of accident, labor turnover, and absenteeism.

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The advantages of physical examination are:

i. It seems to ascertain the applicants physical ability to meet the job requirements ;

ii. It serves to protect the organization against the unwarranted claims under

workers compensation laws or against law suits for damages ; and

iii. It helps to prevent communicable diseases entering the organization.

Honesty Tests/Test of integrity :

According to Murphy, K.R. (1993), each year U.S. businesses lose an estimated 6

billion to 2000 billion due to employee theft. In the past, companies often used

polygraph tests as part of the pre-employment screening process. The polygraph

measures the interviewees pulse, breathing rate, and galvanic skin response

(perspiration) while he or she is asked a series of questions. The theory is that these

psychological measures will change when the interviewee is not telling the truth. Paper-

and-pencil honesty tests are a popular alternative. According to Bernardin, H.J. et al

(1993) , between 5000 and 6000 organizations use integrity testing in the hiring process,

with as many as five million peoples being tested annually.

Letter of Recommendation :

According to Rei b stain, L. (1988), letters of recommendation are not highly related to

job performance because, in general, they are most highly positive. This does not mean

that all letters of recommendation are poor indicators of performance. A poor letter of

recommendation may be very predictive and should not be ignored. According to O

Neil, H.M. et all (1995), A content approach to considering letters of recommendation

can increase the validity of this selection tool. This approach focuses on the content of the

letters rather than the extent of their positivity. As stated by Noer, David M (1993)

assessment is done in terms of the traits the letter writer attribute to the job, candidate.

Reference Check :

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According to Luis, R. Gomez- Meja (2005) one of the best methods of predicting the

future success of prospective employees is to look at their past employment record. Fear

of defamation suits has often caused companies to not provide job related information on

former employees. However, checking employees references is an employers best

tactic for avoiding negligent hiring suits, in which the employer is held liable for injuries

inflicted by an employee while on the job. What should companies do?

According to Brown, M (1991), courts in almost every state have held that employers

both former and prospective have a qualified privilege to discuss an employees past

performance. But to enjoy that privilege, a company must follow three rules. First, it

must determine that the inquirer has a job related need to know. Second, the former

employer must release only truthful information. Third, EEO-related information ( such

as an employees race or age) should not be released.

GRAPHOLOGY/HANDWRITING TESTING :

As reported in Business Week, Jan 13, 1973, the use of graphology (handwriting

analysis) assumes that hand writing reflects basic personality traits. Hand writing analysis

thus has some resemblance to projective personality tests, although graphologys validity

is highly suspect.

In graphology, the hand writing analyst studies an applicants hand writing and signatureto discover the persons needs, desires, and psychological make up. Graphologys place

in screening seems schizophrenic. Studies suggest it is generally not valid, or that when

graphologists do accurately size up candidates, its because they are also privy to other

background information. Yet, some companies continue to use graphology indeed, to

swear by it. It tends to be bigger in Europe, where countries like France or Germany

have one graphology institute, which serves as the certifying body, says Bill Leonard

(1999).

GROUP DISCUSSION :

According to Chatterjee, B. (1996) Group discussion is a simple, effective and often used

method of assessing candidates, particularly in the following areas:

a) Aggressiveness

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b) Persuasiveness and selling ability

c) Oral communication

d) Self-confidence

e) Resistance to stress

f) Energy level

g) Inter personal contact

A group of applicants is given a job related topic and is asked simply to carry on a

discussion about its various aspects for a specified period of time. No particular person is

designated as leader nor is there an earmarked seating plan TD give equal weight age to

all seating positions, a round in stead of rectangular table is used. An observer or groups

of observers assess the performance of each participant. The group discussion method

has been known to be fairly accurate in forecasting future performance of selected

candidates.

VIDEO BASED SITUATIONAL TESTING :

According to Weekley and Jones and Gary Dessler (2004) the typical video based test

presents the candidate with several scenarios, each followed by a multiple choicequestion. A scenario might depict an employee handling a situation on the job. At a

critical moment, the scenario ends and the video asks the candidate to choose from

among several courses of action. An example of a typical video based scenario /

judgment question, about one minute long, follows:

(A manager is upset about the condition of the department and takes sit out on one of the

departments employees).

Manager : Well, I am glad you are here

Associate : Oh? What is that?

Manager : Look at this placed this is why! I take a day off and come back to find

the department in a mess. You should know better.

Associate : But I could not work late last night

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Manager : May be not. But there have been plenty of times before when you have

left this department in a mess.

(The scene stops here)

If you were this associate, what would you do?

a. Let the other associates be responsible for the mess now that you have to take the

heat.

b. Straighten up the department, and try to reason with the manager later

c. Suggest to the manager that he talk to other associates who made the mess

d. Take it up with the managers boss.

While the evidence is somewhat mixed, the result suggest that video based situational

tests can be useful for selecting employees.

THE MINIATURE JOB TRAINING AND

EVALUATIONAPPROACH:

According to Gary Dessler, (2004), this approach is to train candidates to perform a

sample of the jobs task, and then to evaluate their performance. The approach assumes

that a person, who demonstrates that he or she can learn and perform the sample of tasks,

will be able to learn and perform the job itself.

INTERVIEW:

The selection process is ticked off, more often than not, by the formal interview. Studies

indicate that over 90% of selection decisions involve interviewing. What is more, it is

generally agreed that the interview is the most important element in the selection and

placement process. Research studies, of course, do not support this popular view. There

are a number of types of interviews and different organizations use one or more of them

to make their selection choices. Broadly, interview types that are generally used are:

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i. Structured

ii. Semi-structured

iii. Unstructured

iv. Stress interview

v. Depth interview

This has been reported by Chatterjee, B. (1992).

i. STRUCTURED INTERVIEW In this type of interview, the

interviewer follows a pre determined approach designed to ensure that all

pertinent factors relating to the candidates qualifications and suitability for the

job will be covered. This type of interview also allows an interviewer to prepare

in advance, questions that are job related and then complete a standardized

interviewer evaluation form. The purpose of such a form is for documentation

that may be useful later on. Such forms also assist the interviewer in conducting

COMPREHENSIVED INTERVIEWS. Quite often, in structured interviews, the

interviewer follows a pre-arranged sequence of questions. The interviewer in such

a situation is little more than a recorder of the interviews responses and little

training or skill is required on his part. The problem with the structured interview

is that it is restrictive.

ii. SEMISTRUCTURED INTERVIEW: In this type of interview,

only the major questions to be asked are worked out before hand. The interviewer

also has the option to prepare in depth questions in certain areas. Clearly, the

interviewer, in this approach, needs to prepare more adequately and his role also

has greater flexibility than in the structured style. During the course of the

interview where the occasion arises, the interviewer has the freedom to probe in

greater details those areas which appear to require further investigation.

iii. UNSTRUCTURED OR NOT DIRECTIVE INTERVIEW:

This type may be defined as the process of active listening. Normally, used in

psychological counseling, it is also widely used in selection . The interviewer

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has a wide canvas and the choice to prepare a list of topics to be covered rather

than questions. Little preparation is required on his/her part. The interviewer asks

general questions designed to prompt the candidate to discuss about himself and

often uses a thought or idea expressed in one response as the basis for the next

question. The tremendous plus point of the unstructured approach is the freedom

the interviewer has to adapt both to changing situations and a variety of

candidates. The difficulty, however, lie in the maintenance of job-relatedness and

obtaining of comparable data on each applicant.

iv. STRESS INTERVIEW: This is a special type of interview

designed to assess and provide useful information as to whether a person would

be able to cope with stress on the job or not. Stress interview are deliberate

attempts to create tension and pressure in an applicant to see how well he

responds to these tensions and pressures. Methods used to induce stress, range

from frequent interruptions and criticism of an applicants opinion, to keeping

silent for an extended period of time. The interviewer may cast doubts or

aspersions about the views of the candidate, try to belittle, humiliate, cajole or

even frustrate the candidate. Some candidates may react in a mature way by

keeping their cool and yet try to answer the questions; others might lose their cooland react sharply. The most important advantage of the stress interview is that it

helps to demonstrate important personality characteristics which would be

difficult to observe in tension-free situation.

v. DEPTH INTERVIEW In this type of interview, an attempt is made

to cover completely the life history of the applicant and develop a comprehensive

profile based on in-depth understanding of the frozen aspects of his/her

personality such as education, extra-curricular activities, early childhood

experiences, etc., as well as the flexible aspects such as hobbies, interests, hopes,

desires, aspirations, goals etc. Quite clearly, this is a time consuming and costly

approach best suited for executive selection rather than blue or white collar

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workers. Its major advantage is in getting a complete detailed understanding of

the candidate.

Model of the Selection Process for Overseas Assignments

Note-* emphasis does not mean ignoring the other factors. It only means it should be the

dominant factor.

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START THE SELECTION PROCESS

Can the position be filled by a

local national?

Select local national and subject him or

her to training basically aimed at

improving technical and managerial

skills

Identify degree of interaction

with local community. Using a

7-or 9- point scale ranging from

low to high, indicate the degree

of interaction with local

community required for

successful performance on the

job

Emphasis* on task variables. Second

(but by no means unimportant)

question is to ask whether the

individual is willing to serve abroad

Is candidate willing?

Probably not suitable forposition

Probably notsuitable for

position

Startorientation

(moderate to

low rigor)

Identify degree of similarity /dissimilarity between cultures. Using a

7-or 9-point scale ranging from similar

to highly diverse, indicate the

magnitude of differences between the

two cultures.

Emphasis* on task variables Emphasis* on relational abilities factor.

Family situation factor must also be taken

into consideration

Start orientation

(Moderate to high)Start orientation (most rigorous)

NO

YES

LOW

NO YESHIGH

NO YES

VERY

SIMILAR

HIGHLY DIVERSE

HIGH


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Selection Process 5th Lot