Chapter 5 Selection Objectives and goals Selection Procedures Selection Criteria Test: Types and Methods Interviews: Skills and Guidelines

Employee Testing and Selection Behavioral Objectives When you finish studying this chapter, you should be able to: Describe the overall selection process and explain why it is important. Define basic testing concepts including validity and reliability. Discuss at least four types of personnel tests. Explain the pros and cons of background investigations, reference checks, and preemployment information services.

Chapter Outline The Selection Process Basic Testing Concepts Ethical, Legal, and Fairness Questions in Testing Types of Tests Work Samples and Simulations Other Selection Techniques

Key words 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. criterion validity A type of validity based on showing that scores on the test (predictors) are related to job performance (criterion).

Key words content validity A test that is content valid is one in which the test contains a fair sample of the tasks and skills actually needed for the job in question reliability The characteristic that refers to the consistency of scores obtained by the same person when retested with the identical of equivalent tests.

Key words expectancy chart A graph showing the relationship between test scores and job performance for a large group of people. work samples Actual job tasks used in testing applicants’ performance. work sampling technique A testing method based on measuring performance on actual basic job tasks.

Key words management assessment centers A situation in which management candidates are asked to make decisions in hypothetical situations and are scored on their performance. It usually also involves testing and the use of management games.

Chapter 6 Interviewing Candidates Behavioral Objectives When you finish studying this chapter, you should be able to: Describe several basic types of interviews. Explain the factors and problems that can undermine an interview’s usefulness and techniques for eliminating them. List important “guidelines for interviewers.” Explain how to develop a structured or situational interview. Discuss how to improve your performance as an interviewer.

Chapter Outline Basic Features of Interviews What Factors Can Undermine an interview’s Usefulness? Designing and Conducting the Effective Interview

Key words nondirective nterview An unstructured conversational style interview. The interviewer pursues points of interest as they come up in response to questions. directive interview An interview following a set sequence of questions.

Key words stress interview An interview in which the applicant is made uncomfortable by a series of often rude questions. This technique helps identify hypersensitive applicants and those with low or high stress tolerance. appraisal interview A discussion following a performance appraisal in which supervisor and employee discuss the employee’s rating and possible remedial actions.

Key words situational interview A series of job-related questions which focuses on how the candidate would behave in a given situation. job-related interview A series of job-related questions which focuses on relevant past job-related behaviors.

Key words structured sequential interview An interview in which the applicant is interviewed sequentially by several persons and each rates the applicant on a standard form. panel interview An interview in which a group of interviewers questions the applicant.

Key words candidate-order error An error of judgment on the part of the interviewer due to interviewing one or more very good or very bad candidates just before the interview in question.

1. Importance of Selection Objectives and goals. Consequences of selection

(1) Objectives and goals. Selection is to choose the most appropriate candidates for the organization from the applicants’ pool established during recruiting. The most appropriate but not necessarily the best. Criteria is of critical importance.

(2) Consequences of selection Four results of selection: Correct selection: the one selected is capable of doing the job. Correct screening: the one screened out is not capable of doing the jobs. Mistaken Selection: the one selected is not capable of doing the job. Mistaken screening: the one screened out is able to do the job.

Selection Procedures Initial screening Testing Interview Decision making Evaluating selection results

(1) Initial screening Screen out those candidates that do not meet the basic requirement of the selection criteria. Reduce the number of candidates tasking the test if there are too many by removing those the are meeting the bottom line of the selection criteria. Examine personal data or reference letters to find out problematic candidates.

(2) Testing Determine the types and contents of testing. Validate the validity and reliability of the test. Set the cut-off line for the testing scores.

(3) Interview Determine the content of interview. Structure the interview. Avoid common mistakes. Develop interview guidelines. Train the interviewer.

(4) Decision making Decide which candidate to select based on the results of the tests and interview. Consult the line managers on the candidates selected. Send notice to the candidates being selected. Inform the line managers to prepare for orientation and training for the new employees.

(5) Evaluating selection results Immediate evaluation: ask the line managers whether the new employee is capable of doing his/her job during the trial period. Follow-up evaluation: use the performance appraisal data to see performance of the new employees in the 1st year.

3. Selection Criteria Contents of selection criteria Five dimensions of selection criteria Validation of selection criteria

(1) Contents of selection criteria Selection criteria and developed based on the description and specification of the job open to employment, which usually covers the following areas: Education and training; Skills and experience; Physical and mental requirements; and Personal traits.

(2) Five dimensions of selection criteria Validity: whether the criteria are closely related to the performance of the jobs. Reliability: whether the criteria are consistent in applying to different candidates at different times. Sensitivity: whether the criteria are capable of telling individual differences. Acceptability: whether the criteria are acceptable to the line managers and the candidates.

(3) Validation of selection criteria Content validation: to validate whether the content of the criteria are closely related to the job. Trait validation: to validate whether the personal traits in the criteria are necessary for doing the job. Criterion validation: to validate whether the criteria are capable of reflecting actual job performance.

4. Testing Determine the types and contents of the testing. Validate the validity and reliability of the test. Set the cut-off line.

(1) Determine the types and contents of the testing. A. Types of tests Cognitive ability: written or oral. Motor and physical ability: physical examination or simulation. Personality, interest and attitude: psychological tests. Contents of testing: Based on job description and specification. Consistent with the selection criteria.

(2) Validate the validity and reliability of the test. Content validity and reliability. validate whether the content of the test is based on the requirement of the job and whether the results of the test is consistent over time. Criterion validity and reliability. Validate whether the answers to the questions are able to distinguish good from bad and whether the rate of correct answers is consistent over time.

5. Interview Determine the content of interview. Structure the interview. Avoid common mistakes. Develop interview guidelines. Train the interviewer.

(1) Determine the content of interview. Interview is the method to get to know a job applicant’s knowledge, intelligence, oral ability, interest, attitude, motivation and personal traits. Interview is the simplest but also the most subjective way of selecting employees. In order to reduce subjectivity in selection, we should. Conduct interview after testing for a large pool. Determine the content and structure of interview.

(2) Structure the interview. Step 1: Conduct job analysis. Step 2: Evaluate the job duty information. Step 3: Develop interview questions. Step 4: Develop benchmark answers. Step 5: Appoint interview panel and implement.

(3) Avoid common mistakes. Common mistakes in interview: First impression: first impression is always subject to one’s bias or preference. Personal feeling: personal feeling affects the judgment of the interviewer. Comparison: comparison is not reliable without consistent criteria. Stereotypes: stereotypes reflect the bias of the interviewer.

B. Measures to avoid interview mistakes Develop selection criteria for the interview. Develop interview questions based on the criteria. Structure the interview to ensure consistency. Train the interviewer on the criteria and structure of the interview. Give weights to different questions to emphasize the key factors.