Employee Selection
Presented By
Ms.VMS.Sumathy
Matching People and Jobs
Selection
The process of choosing individuals who have
relevant qualifications to fill existing or
projected job openings.
Organizations need qualified employees to
succeed
Selection
Considerations
1. Person-job fit
Matching the knowledge, skills and abilities
(KSAs) of people to the characteristics of
jobs (tasks, duties and responsibilities).
Benefits of person-job fit
KSAs = TDRs = Job Success?
2. Person-Organization Fit
PREDICTORS OF SELECTION
CRITERIA
•EXPERIENCE
•PAST PERFORMANCE
SELECTION CRITERIAL
ELEMENTS OF JOB FOR EMPLOYEES •PHYSICAL SKILLS
PERFORMANCE MEETING
•EDUCATION
•QUALTIY OF WORK •ABILITY
•QUANTITY OF WORK •INTERESTS
•MOTIVATION
•COMPATIBLITY WITH •SALARY REQUIREMENTS
•INTELLIGENCE
OTHERS
•CERTIFICATES/DEGREES
•PRESENCE AT WORK •CONSCIENTIOUSNESS
•TEST SCORES
•LENGTH OF SERVICE •APPROPRIATE RISK FOR
EMPLOYER •PERSONALITY MEASURES
•FLEXIBILITY
•APPROPRIATE •WORK REFERENCES
PERFORMANCE
•TENURE ON PREVIOUS JOB
•PREVIOUS JOBS HELD
•DRUG TEST
•POLICE RECORD
Steps in the Hiring
Hiringdecision
decision
Selection Medical
Medicalexam/drug
exam/drugtest
test
Process Supervisor/team
Supervisor/teaminterview
interview
Preliminary
Preliminaryselection
selectioninin
HR
HRdepartment
department
Background
Backgroundinvestigation
investigation
Employment
Employmenttesting
testing
(aptitude, achievement)
(aptitude, achievement)
Initial
Initialinterview
interviewinin
HR
HRdepartment
department
Completion
Completionof
ofapplication
application
Basic Testing Concepts
Reliability
The consistency of scores obtained by the same person
when retested with the identical or equivalent tests.
Test validity
The accuracy with which a test, interview, and so on
measures what it purports to measure or fulfills the function
it was designed to fill.
LIMITING WHO BECOMES AN APPLICANT
INDIVIDUAL INTERESTED
IN EMPLOYMENT
LIMITING APPLICANTS
•Current or anticipated openings only
• Job preview/interest screen
•Time limit on applications
• Limited number of applications
•Apply for specific job
APPLICANT
Selection
Process
Flow
Chart
Applicant Job Interest
Realistic Job Preview
The process through which a job applicant
receives an accurate picture of the
organizational realities of the job.
Prevents the development of unrealistic job
expectations that cause disenchantment,
dissatisfaction, and turnover in new
employees.
Pre-Employment
Screening
Pre-screening interview
Verify minimum qualifications
Electronic pre-screening
Scanning resumes and
applications
Electronic submission of
applications
Applications
Purposes of Applications
Record of applicant’s interest in the job
Provides a profile of the applicant
Basic record for applicants who are hired
Research effectiveness of the selection process
Application Disclaimers and Notices
Employment-at-will
Indicates the right of the employer or employee to terminate
the employment relationship without cause or notice
References contacts
Obtains applicant’s permission of contact references
Sample Application Form
Figure 8–6a
Sample Application Form
Types of Tests
Tests of cognitive abilities
Intelligence Tests
Tests of general intellectual abilities that measure a
range of abilities, including memory, vocabulary, verbal
fluency, and numerical ability.
Aptitude tests
Tests that measure specific mental abilities, such as
inductive and deductive reasoning, verbal
comprehension, memory, and numerical ability.
Types of Tests (cont’d)
Tests of motor abilities
Tests that measure motor abilities, such as
finger dexterity, manual dexterity, and
reaction time.
Tests of physical abilities
Tests that measure static strength,
dynamic strength, body coordination, and
stamina.
Is That Your Final Answer?
Verbal 1. What is the meaning of the word “surreptitious”?
a. covert c. lively
b. winding d. sweet
2. How is the noun clause used in the following sentence?
“I hope that I can learn this game.”
a. subject c. direct object
b. predicate nominative
d. object of the preposition
Quantitative 3. Divide 50 by 0.5 and add 5. What is the result?
a. 25 c. 95
b. 30 d. 105
4. What is the value of 1442?
a. 12 c. 288
b. 72 d. 20736
Answers: 1a, 2c, 3d, 4d Figure 5.9
Is That Your Final Answer?
Reasoning 5. ______ is to boat as snow is to ______.
a. Sail, ski c. Water, ski
b. Water, winter d. Engine, water
6. Two women played 5 games of chess. Each woman
won the same number of games, yet there were no
ties. How can this be?
a. There was a forfeit. c. They played different people.
b. One player cheated. d. One game is still in progress.
Mechanical 7. If gear A and gear C are both turning counterclockwise,
what is happening to gear B?
a. It is turning counterclockwise.
b. It is turning clockwise.
c. It remains stationary.
d. The whole system will jam.
Answers: 5c, 6c, 7b
Measuring Personality
and Interests
Personality tests
Tests that use projective techniques and trait
inventories to measure basic aspects of an
applicant’s personality, such as introversion,
stability, and motivation.
Disadvantage
Personality tests—particularly the projective type—are the
most difficult tests to evaluate and use.
Advantage
Tests have been used successfully to predict
dysfunctional job behaviors and identify successful
candidates for overseas assignments.
Other Tests
Interest inventories
Personal development and selection devices that
compare the person’s current interests with those
of others now in various occupations so as to
determine the preferred occupation for the
individual.
Achievement tests
Test that measure what a person has already
learned—“job knowledge” in areas like accounting,
marketing, or personnel.
Other Tests (cont’d)
Web-Based (Online) testing
Eliminates costly and inefficient paper-and-pencil
testing processes.
Allows for role-playing by applicants.
Use of computer-based scoring eliminates rater
bias.
Provides immediate scoring and feedback of
results to applicants.
Can be readily customized for specific jobs.
Work Samples
Work samples
Actual job tasks are used in testing
applicants’ performance.
Work sampling technique
A testing method based on measuring an
applicant’s performance on actual basic job
tasks.
Work Simulations
Management assessment center
A simulation in which management candidates are
asked to perform realistic tasks in hypothetical
situations and are scored on their performance.
Typical simulated exercises include:
The in-basket
Leaderless group discussion
Management games
Individual presentations
Objective tests
The interview
Work Simulations
(cont’d)
Video-Based situational testing
A situational test comprised of several
video scenarios, each followed by a
multiple choice question that requires the
candidate to choose from among several
courses of action.
While the evidence is mixed, the results
suggest that video-based situational tests
can be useful for selecting employees.
Work Simulations
(cont’d)
The miniature job training and
evaluation approach
Candidates are trained to perform a
sample of the job’s tasks, and then are
evaluated on 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.
SELECTION
INTERVIEWING
Identify objective criteria related to the job
to be sought in the interview
Specific decision-making criteria used.
Provide multiple levels of review for
difficult or controversial decisions.
Use structured interviews, with the same
questions asked of all those interviewed
for a specific job.
TYPES OF SELECTION INTERVIEW
MOST EFFECTIVE
STRUCTURED INTERVIEWS
•Behavioral Interviews
•Situational Interviews
LESS STRUCTURED INTERVIEWS
•Non-Directive Interviews
•Stress Interviews
UNSTRUCTURED INTERVIEWS
LEAST EFFECTIVE
PROBLEMS IN
INTERVIEW
Snap Judgments
Negative Emphasis
Halo Effects
Biases and Stereotyping
Cultural Noise
Background Investigations
and Reference Checks
Extent of investigations and checks
Reference checks (87%)
Background employment checks (69%)
Criminal records (61%)
Driving records (56%)
Credit checks (35%)
Reasons for investigations and checks
To verify factual information provided by applicants.
To uncover damaging information.
Reference Checking Form
(Verify that the applicant has provided permission before conducting reference
checks)
Candidate Name:
Reference Name: Company Name:
Dates of Employment: (From: and To:)
Position(s) Held: Salary History:
Reason for Leaving:
Explain the reason for your call and verify the above information with the supervisor (including the reason for
leaving)
1. Please describe the type of work for which the candidate was responsible.
2. How would you describe the applicant’s relationships with coworkers, subordinates (if applicable), and
with superiors?
3. Did the candidate have a positive or negative work attitude? Please elaborate
4. How would you describe the quantity and quality of output generated by the former employee?
5. What were his/her strengths on the job?
6. What were his/her weaknesses on the job?
7. What is your overall assessment of the candidate?
8. Would you recommend him/her for this position? Why or why not?
9. Would this individual be eligible for rehire? Why or why not?
Other comments?
Background Investigations
and Reference Checks (cont’d)
Sources of information for background
checks:
Former employers
Current supervisors
Commercial credit rating companies
Written references
Physical Examination
Reasons for pre employment medical
examinations:
To verify that the applicant meets the physical
requirements of the position
To discover any medical limitations you should take
into account in placing the applicant.
To establish a record and baseline of the applicant’s
health for future insurance or compensation claims.
To reduce absenteeism and accidents
To detect communicable diseases that may be
unknown to the applicant.
Methods of Medical Examination
and Inquiries
ADA and Medical Inquiries
Drug Testing
Genetic Testing
Making the Job offer
Relocation Assistance
Thank you for patience
