CHAPTER 5 - SELECTION

Learning Objectives:
1. Be able to name and discuss the steps in the selection process.
2. Explain why criteria development is an important part of the selection process.
3. Identify types of criteria that can be developed.
4. Describe the advantages and disadvantages of internal and external candidates.
5. Explain the various types of interviews and questions.
6. Discuss interview methods and potential mistakes in interviewing candidates.
7. Explain the interview process.
8. Explain the types of tests that can be administered as part of the selection process.
9. Explain the steps in making the offer to the candidate.
SELECTION PROCESS
- refers to the steps in choosing people with the
right qualifications to fill a current or future job
opening.

1. Criteria Development
2. Application and Resume Review
3. Interviewing
4. Test Administration
5. Making the Offer
 Unsolicited KSAOs
Criteria Development Determine sources of KSAO information such as testing, interviews
Develop scoring system for each of the sources of information
Create an interview plan
Application & Resume Should be based on criteria developed in step one
Review Consider internal versus external candidates
Determine types of interview(s)
Interview Write interview questions
Be aware of interview bias.
Perform testing as outlined in criteria development, could conclude
reviewing work samples, drug testing, physical tests or written cognitive
Test Administration and personality tests.
Also may perform reference checks, credit report checks, and
background checks.

Selection Determine which selection method will be used

Compare selection method criteria

Making the Offer Use negotiation techniques

Write the offer letter or employment agreement
1. CRITERIA DEVELOPMENT CONSIDERATIONS

- means determining which sources of

information will be used and how these
sources will be scored during the
interview.

Criteria: job analysis, job specification,

personality, cultural fit
1. CRITERIA DEVELOPMENT CONSIDERATIONS
a. Validity and Reliability

Validity - refers to how useful the tool is to

measure a person’s attributes for a specific job
opening.

Examples: resume-scanning software, reference checks,

cognitive ability tests, work samples, credit cards,
biographical information blanks, weighted application forms,
personality tests, interview questions
1. CRITERIA DEVELOPMENT CONSIDERATIONS

Reliability - refers to the degree to which other

selection techniques yield similar data over time.

Biographical Information Blanks (BIBs) - a

series of questions about a person’s history that
may have shaped his or her behavior.
1. CRITERIA DEVELOPMENT CONSIDERATIONS

2. Fit Issues
- refers not only the right technical
expertise, education, and experience but
also fit in company culture and team
culture.
1. CRITERIA DEVELOPMENT CONSIDERATIONS
Facebook - willingness to take risks, and “hacker”
personality or who finds ways around the
constraints placed upon a system.

Zappos - customer service and willingness of

people to provide the best customer service in all
aspects of the business.

Amazon - focus on developing leaders to grow

with the organization.

Microsoft - looks for not only company culture fit but

al fit with other team members.
2. REVIEWING RESUMES
1. Review all resumes, list people they
would like to meet in person, and compare
to other lists.

2. Rating each candidate and interviewing

those above a certain score.
2. REVIEWING RESUMES
3. Concepts of disparate impact and
disparate treatment
Disparate Impact - is unintended discrimination
against a protected group as a whole through the use
of a particular requirement.
Disparate Treatment - might include not interviewing
a candidate because of one’s perception of the
candidate’s age, race, or gender.
2. REVIEWING RESUMES

4. Hiring of Internal versus external candidates

Internal candidate - someone who

already works within the organization.

External candidate - someone who

works outside the organization.
POSSIBLE ADVANTAGES & DISADVANTAGES OF HIRING
AN INTERNAL VERSUS AN EXTERNAL CANDIDATE
ADVANTAGES DISADVANTAGES
Can produce “inbreeding”, which may
Rewards contributions of current staff
reduce diversity and difference perspective
Can be cost effective, as opposed to using a May cause political infighting between
traditional recruitment strategy people to obtain the promotions
Internal
Candidates Can improve morale
Can create bad feelings if an internal
Knowing the past performance of the
candidate applies for a job and doesn’t get it
candidate can assist in knowing if they meet the
criteria
Implementation of recruitment strategy can
Brings new talent into the company
be expensive
External Can help an organization obtain diversity Can cause morale problems for internal
goals candidates
Candidates
New ideas and insight brought into the
Can take longer for training and orientation
company
3. INTERVIEWING
- is a structured conversation where one
participant asks questions, and the other provides
answers.

1. Unstructured interview - questions are changed to match the specific

applicant
e.g. questions about the candidate’s background in relation to their resume might
be used

2. Structured Interview - a set of standardized questions

based on a job analysis and not on individuals’ resumes.
TYPES OF INTERVIEWS
1. Traditional interview - takes place normally in the office between the
interviewer and the candidate, and a series of questions are asked and answered.

2. Telephone interview - is often used to narrow the list of applicants,

determine salary requirements, or other data that might automatically rule out giving
someone a traditional interview.

3. Panel interview - occurs when several people are interviewing one

candidate at the same time.

4. Information interview - usually used when there is no specific job

opening, but the candidate is exploring possibilities in a given career field.
TYPES OF INTERVIEWS
5. Meal interview - casual meeting, and offer to take the candidate
to lunch or dinner for the interview.

6. Group interview - two or more candidates interview at the

same time.

7. Video interview - same as the traditional interview, except that

video technology is used.

8. Non-directive interview - open-ended questions were

asked and the candidate essentially leads the discussion.
INTERVIEW QUESTIONS
1. Situational Interview one in which the candidate is given a
-
sample situation and is asked how he or she might deal with the situation.

If you saw someone stealing from the company, what would you do?
One of your employees is performing poorly, but you know he has
some personal home issues he is dealing with. How would you
handle complaints from his colleagues about lack of performance?
A co-worker has told you she called in sick three days last week
because she actually decided to take a vacation. What would you do?
You are rolling out a new sales plan on Tuesday, which is really
important to ensure success in your organization. When you present
it, the team is lukewarm on the plan. What would you do?
You disagree with your supervisor on her handling of a situation.
What would you do?
INTERVIEW QUESTIONS
2. Behavioral Description Interview - candidate is asked
questions about what he or she actually did in a variety of given situations.

Tell me about a time you had to make a hard decision. How did you
handle this process?

Give an example of how you handled an angry customer.

Do you show leadership in your current or past job? What would be

an example of a situation in which you did this?

What accomplishments have given you the most pride, and why?

What plans have you made to achieve your career goals?

ILLEGAL QUESTIONS
1. National origin - questions on citizenship or first language could result in bias.
2. Age - asking candidates how old they are or questions that might indicate
their age.
3. Marital status - direct questions about marital status or ages of children.
4. Religion - asking about religious affiliation or questions that may indicate a
religion-affiliated school or university.
5. Disabilities - direct question on disabilities or recent illnesses.
6. Criminal Record - asking a candidate if they have ever been arrested is
not appropriate, but questions about convictions and guilty pleadings are
acceptable.
7. Personal Questions - questions about social organizations or clubs
unless related to the job.
COMMON BEHAVIOR OF INTERVIEWER
Halo effect or reverse halo effect -
interviewer becomes biased because of one
positive or negative trait a candidate possesses.

Interview Bias - when an interviewer makes

assumptions about the candidate that may not be
accurate.

Contrast Bias - comparing one candidate to

others.

Gut Feeling Bias - when the interviewer

relies on an intuitive feeling about a candidate.
COMMON BEHAVIOR OF INTERVIEWER
Generalization Bias - when an interviewer assumes that how someone
behaves in an interview is how they always behave.

Cultural Noise Bias - when a candidate thinks he or she knows what the
interviewer wants to hear and answers the questions based on that
assumption.

Non-verbal Behavior Bias - when an interviewer likes an answer and

smiles and nods, sending the wrong signal to the candidate.

Similar to Me Bias - when an interviewer has a preference for a

candidate because he or she views that person as having similar attributes as
themselves.

Recency Bias - when the interviewer remembers candidates interviewed

most recently more so than the other candidates.
INTERVIEW PROCESS
1. Recruit new candidates.
2. Establish criteria for which candidates will be rated.
3. Develop interview questions based on the analysis.
4. Set a timeline for interviewing and decision-making.
5. Connect schedules with others involved in the interview
process.
6. Set up interviews with candidates and set up any testing
procedures.
7. Interview the candidates and perform any necessary testing.
8. Once all results are back, meet the hiring team to discuss
each candidate and make a decision based on the
established criteria.
9. Put together an offer for the candidate.
STAGES OF INTERVIEW PROCESS
1. Introductions - where both the candidate and the company will be making their first
impression.
(greet the candidate with a smile, shake their hand, and always remember to be courteous)

2. Small Talk - best methods to foster a healthy working relationship and build rapport
(take a quick look at LinkedIn or FB profile)

3. Information Gathering - asking the candidate to give their elevator pitch

(speech organization, conciseness, confidence about their abilities and qualification)

4. Question/Answer - two-way exchange of ideas, standardized questions

(common ground between the different interviewers when it comes to evaluating the candidate, will
know how truthful or well-rehearsed the candidate)

5. Wrapping up - always end the interview with a handshake and thank the candidate for
their time, follow up email
4. TESTING & SELECTING
Major Categories:
1. Cognitive Ability Tests - measure reasoning skills, math skills, and verbal skills.

2. Personality Tests - used to assess human personality in order to measure

the characteristic patterns of traits that people exhibit across various situations.

3. Physical Ability Tests - typically ask individuals to perform job-related

tasks requiring manual labor or personal skill.

4. Job Knowledge tests - measure the candidates’ level of understanding

about a particular job.

5. Work Sample - ask candidates to show examples of work they have already done.
BACKGROUND CHECKING
Reference Checking - to verify a candidate’s background in order to check
if abilities are parallel with what was told during the interview.

Driving Records - if the candidate will be driving a company car or vehicle.

Criminal Background Check - if the position will include interaction with
the public.

Credit Check - if the portion required handling of money.

Drug Testing - for safety issues.
Physical Examination - to ensure the candidate can perform the tasks required.
Honesty Test - a number of “what would you do” questions are asked.
SELECTION METHODS

Clinical Selection Approach - involves

reviewing the data, and based on what has
been learned from the candidate and the
information available to them, and decide who
should be hired for a job.
SELECTION METHODS
Statistical Approach - a selection model is developed that
assigns scores and gives more weight to specific factors if necessary.

A) Compensatory Model - similar to weighted model but

allows a high score in an important area to make up for a
lower score in another area.

B) Multiple Cut-off Model - requires that a candidate

receives a minimum score level on all selection criteria.

C) Multiple hurdle model - similar to the multiple cutoff

model, but instead of having all of the candidates complete
each of the tests, you only have candidates with high scores
go to the next stage of the selection process.
 JOB CRITERIA RATING WEIGHT TOTAL COMMENTS

Dress 4 1 4 Candidate dressed appropriately.

Personality 2 5 10 Did not seem excited about the job.

INTERVIEW QUESTIONS
Give an example of a time you 2 3 8 Descriptive but didn’t seem to have
showed leadership experience required.

Give an example of when you had 0 5 0 Has never had to do this.

to give bad news to a client.
Tell us how you have workwd well 5 2 20 Great example of teamwork given.
in a team

Score on cognitive ability test 78 5 390 Meets minimum required score of 70

458

Rating System of 1-5, with 5 being the highest

Weighting System of 1-5, with 5 being the most important
MISTAKES ON SELECTION
Type I - errors occur when you select someone who turns out to be a poor
performer.

False positive error - people who obtain jobs for which they were ill-
suited for.
(costly for profit loss, damaged public relations or company reputation, accidents,
absenteeism, training cost, recruiting cost, and transfer or terminating cost)

Type II - error takes place when a selection process fails to detect a potentially
good performer.

False negative error - the person is never given a chance to perform.

 PATRICK ROY
1984 NATIONAL HOCKEY LEAGUE DRAFT
-was not taken until the third round

greatest goaltenders of all time

and best clutch goaltender in
NHL play-off history
V. MAKING THE OFFER
1. “If we were to make a job offer today, when would you
be in a position to accept or reject the offer?”
If the candidate answers “right now”, this indicates they do not have other job
offers on the table or if they do, you are their first choice.

2. “At what point, dollar-wise, would you accept our job offer,
and at what point, dollar-wise would you reject the offer?”
It gets to the point of understanding the candidate’s expectations
SUCCESSFUL NEGOTIATIONS
Be prepared. Know exactly what you can and cannot offer.
Explain the career growth the organization can provide.
Address the benefits of the candidate’s joint the organization.
Discuss the entire offer, including other benefits offered to the employee.
View the negotiation as a win-win situation.
Be able to provide salary research of similar positions and
competitors for the same job title.
Use the trading technique.

Yt:Pirates of the Caribbean Negotiation Analysis

JOB OFFER
Job Title
Salary
Other compensation (bonus, stock options)
Benefits, such as healthcare coverage
Vacation time/paid holidays
Start Date
Non-compete agreement expectations
Additional considerations such as relocation expenses
RECRUITMENT & PLACEMENT OF WORKERS IN PHIL.
Book 1, Pre-Employment - Labor Code of the Philippines

Bureau of Local Employment - primarily responsible for

developing and monitoring a comprehensive employment program

PESO - Art 16 of LCP wherein they are mandated to engage in the

recruitment and placement of workers

POEA - original and exclusive jurisdiction over all cases arising from
any law or contract involving Filipino workers in overseas employment