SELECTION

DECISIONS

SELECTION

A PROCESS OF CHOOSING FROM A POOL OF CANDIDATES THE PERSONS WHO ARE MOST LIKELY TO MEET THE CRITERIA OF THE JOB

PURPOSE: MATCHES PEOPLE WITH JOBS PREDICTS FUTURE SUCCESS ON THE JOB

GOAL OF SELECTION: MAXIMIZE “HITS”

SELECTION PROCESS STEPS

KEY SELECTION METHODS

MethodsA. Experien

ceMeasure

s

B.Tests

C.Intervie

w

EXPERIENCE MEASURES

TRADITIONAL APPLICATION - USED TO OBTAIN INFORMATION ABOUT THE PERSON, USUALLY CV

WEIGHTED APPLICATION – CHARACTERISTICS ABOUT THE PERSON ARE LOGGED AND SCORED AGAINST CRITERIA

EXPERIENCE OR ACCOMPLISHMENT QUESTIONNAIRE – ASSESS PAST EXPERIENCE THAT ARE DESIRABLE FOR PRESENT JOB

REFERENCES & BACKGROUND CHECKS - REFERENCE INFORMATION FROM PAST EMPLOYERS

TESTS ABILITY/APTITUDE TESTS - MEASURE GENERAL

INTELLIGENCE AND MAJOR SUB-TRAITS SUCH AS VERBAL REASONING, READING COMPREHENSION, AND MATHEMATICAL REASONING.

KNOWLEDGE-SKILL TESTS/WORK SAMPLE TESTS -DEVELOPED TO DIRECTLY ASSESS SPECIFIC JOB KNOWLEDGE AND SKILL.

PERSONALITY INVENTORIES – GENERALLY VALID TOOLS TO MEASURE PERSONAL TRAITS

HONESTY-INTEGRITY TESTS – OBJECTIVE OR SUBJECTIVE PAPER/PENCIL OR INTERVIEW QUESTIONING

MEDICAL TESTS – BIOCHEMICAL MARKERS MANAGEMENT ASSESSMENT CENTER (MAC) – USEFUL FOR

MANAGERIAL JOB

INTERVIEW

UNSTRUCTURED - QUESTIONS ARE GENERAL AND COULD BE APPLIED TO ANY JOB

STRUCTURED - A JOB INTERVIEW BASED ON A THOROUGH JOB ANALYSIS

BEHAVIOURAL – REACHES BEYOND WHAT A PERSON CAN DO TO DETERMINE WHAT A PERSON WILL DO IN A GIVEN SITUATION

STAR PROCESS – SITUATION, TASK, ACTION, RESULT REQUIRES CANDIDATE TO CONVEY A REAL-LIFE EVENT AND HOW THEY MANAGED IT. POWERFUL WAY TO FRAME THE EXPERIENCE & ACCOMPLISHMENT.

EXAMPLES OF INTERVIEW QUESTIONS

Type ExampleSituational(how to respond in particular situation)

Job Knowledge(test basic knowledge needed to perform job)

Worker requirement(willingness to perform under prevailing job condition)

You’re packing things into your car and getting ready for your family vacation when it hits you that you promised to meet a client this morning. You didn’t pencil the meeting into your calendar and it slipped your mind until just now. What do you do?

What is the correct procedure for determining theappropriate oven temperature when running a newbatch of steel?

Some periods are extremely busy in our business.What are your feelings about working overtime?

THE STAR PROCESS

PERCENTAGE OF COMPANIES USING TOOLS/TESTS FOR

SELECTION

0% 20% 40% 60% 80% 100%

Interview

Aptitude

Personality

Work Sample

Assessment Centre

Biographical Interest Bank

Interest Inventory

Weighted Application Blank

Honesty

Graphology

EFFECTIVENESS OF SELECTION METHODS

Method Validity Cost Reaction

Application blank Low Low Neutral

Weighted application High High Neutral

Reference letters Low Low Positive

Cognitive ability tests High Low NegativeJob knowledge tests High High Positive

Work sample tests High High Positive

Assessment centers High High Positive

Interviews (unstructured) Low Low Negative

Interviews (situational) High High Positive

CHOICE OF SELECTION METHODS

The method provides reliable information.

The method provides valid information.

The information can be generalized to apply to the candidates.

The method offers high utility.

The selection criteria are legal.

SELECTION APPROACHES1. SINGLE PREDICTOR/METHOD APPROACH:

USE OF ONE METHOD2. MULTIPLE PREDICTOR/METHOD APPROACH:

USE OF MORE THAN ONE METHODSa. COMPENSATORY/ COMPREHENSIVE• SELECTION BASED ON AGGREGATE

PERFORMANCE ON SELECTION TESTS• USEFUL: SMALL NUMBER AND FEW

TESTSb. MULTIPLE HURDLE/ DISCRETE• SCREENING OF CANDIDATES AT EACH

STEP• USEFUL: LARGE NUMBER AND LONG

SELECTION PROCESSc. HYBRID• COMBINATION OF BOTH

IMPORTANCE OF CAREFULRECRUITMENT & SELECTION

• EVALUATE, HIRE, AND PLACE JOB APPLICANTS IN THE BEST INTERESTS OF BOTH ORGANIZATION & INDIVIDUAL

• HIGH PERFORMANCE OF EMPLOYEES FROM THE BEGINNING

• HIGH COSTS OF RECRUITMENT & HIRING (COST, INDUCTION AND TRAINING/DEVELOPMENT COST, LABOR TURNOVER COST)

• COSTLY LEGAL IMPLICATIONS OF INCOMPETENT HIRING (NEGLIGENT HIRING LITIGATION)

COST OF RECRUITMENT & SELECTION

SOCIALIZATION

SOCIALIZATION• A PROCESS OF FACILITATING ADAPTATION AND ADJUSTMENT TO NEW ENVIRONMENT FOR NEW ORGANIZATIONAL MEMBERS

• ASSUMPTIONS• INFLUENCES PERFORMANCE AND STABILITY• NEW EMPLOYEES SUFFER FROM ANXIETY• TAKES PLACE ANYWAY• PLANNED APPROACH LEADS TO ADOPTION OF DESIRABLE

BEHAVIORS

SOCIALIZING NEW EMPLOYEES

Pre-arrivalExpectationsAttitudesPerceptions

EncounterIf similar, reaffirmationIf not, socialization to detach from pastTotal disillusionment - resignation

Meta- morphosis

OutcomesProductivityCommitmentTurnover