1. Chapter 4 SELECTING EMPLOYEES Prepared by : Ly Sokcheu
Updated : 1st September, 2012

2. Chapter Objectives After studying this chapter, you should be able to:
Define the selecting employees
Identify environmental factors that affect the selection process
Describe the major selection methods
Explain the importance of the preliminary interview.
Describe the importance of the application for employment.

3. I. Definitions of Selection
The process of choosing from
a group of applicants those individuals best suited for a particular position and organization. There are many ways to improve productivity, but none is more powerful than making the right hiring decision.
The process by which an organization chooses from a list of applicants the person or persons who best meet the selection criteria for the position available, considering current environmental conditions. (John M. Ivancevich, 2001)

4. I. Definitions of Selection (Cont.)
The process of determining which job candidates best suit organizational needs.
During the process of selection managers must determine extent to which job candidates have the skills, abilities, and knowledge required to perform effectively in the positions for which they are being considered.

5. The process of determining which job candidates best suit organizational needs. (Cont.)
To help make such judgments, managers and human resource professionals use various selection methods, such as interviews and tests.
Before discussing more specifically the most commonly used selection methods, we examine an important concept underlying their use, validity.

6. II. Responsibilities of Selection
Human resource unit ( ផ្នែកធនធានមនុស្ស​ )
Provides initial employment reception
Conducts initial screening interview
Administers appropriate employment tests
Obtains background and reference information
Refers to candied to manager for final selection
Arranges for the employment physical examination if used
Evaluation success of selection process

7. Manager ( អ្នកគ្រប់គ្រង )
Requisition employees with specify qualifications to fill jobs
Participate in selection process as appropriate
Interview final candidates
Make final selection decision subject to advices of human resource specialists
Provide follow-up information on the suitability of selected individuals

8. III. Environmental Factors Affecting the Selection Process
Other HR functions
The selection process affects and is affected by HR functions.
For instance, if the compensation package is inferior to those provided by the firm’s compensation, hiring the best qualified applicants will be difficult or impossible.

9. Legal consideration
HRM is greatly influenced by legislation, executive orders, and court decisions.
The basic purpose of selection is to determine candidates’ eligibility for employment, it is also essential for organizations to maintain nondiscriminatory practices.

10. Speed of decision making
Time available to make selection decision can have major effect on selection process.
For instance, the production manager says “My only quality control inspectors just had both resigned.”
In this situation, speed is crucial and a few pone calls, two brief interviews, and a prayer may constitute the entire selection procedure”.

11. Organizational hierarchy
Organization take different approaches to filling positions at varying levels.
For instance, to hire a chief executive officer and a data entry clerk.
Extensive background checks and multiple interviews would most likely apply for the executive position.
An applicant for a clerical position would probably take a word processing test and perhaps have a short employment interview.

12. Applicant pool
The number of qualified applicants for a particular job can affect the selection process.
The process can be truly selective only if there are several qualified applicants.
Only a few applicants with the required skills may be available.
The expansion and contraction of the labor market also exert considerable influence on availability and selection process.

13. Type of organization:
Prospective employees in private sector screened with regard to how they can help achieve profit goals.
Government civil service systems identify qualified applicants through competitive examinations.
Individuals considered for positions in not-for-profit organizations must be qualified and dedicated to work

14. Probationary period
Period that permits evaluating employee’s ability based on established performance.
May be a substitute for certain phases of the selection process or a check on the validity of the process.
If an individual can successfully perform the job during the probationary period, the process doesn’t require other selection tools.
In any event, newly hired employees need monitoring to determine whether the hiring decision was a good one.

15. IV. The Major Selection Methods
More than one selection method typically is used in assessing job candidates.
The most prevalent methods include the use of:
Application form
Employment tests
Selection interviews
Reference checks
Physical exam
Final selection

16. Application form ¬ TRmg;EbbbTdak;BaküsMueFVIkar¦
Is a form containing a series of inquiries about such issues as an applicant's educational background, previous job experience, physical health, and other information that maybe useful in
assessing an individual's abilities
to perform a job.
In developing application forms, organizations need to avoid include questions that are not valid predictors of job performance, especially if such as questions tend to have adverse impact.

17. Application form serves 4 purposes
Record of job applicant's desire to obtain a position.
It provides interviewers with a profile of job applicant that used during interviews period
It is a basic employee record of job applicants who are hired.
It is used for research on the effectiveness of selection process.

18. Elements of application form
Personal data
Education
Skills
Work experiences
References

19. Employment tests ¬ kareFVIetsþkargar¦
Is a means of assessing a Job applicant's characteristics through paper-and-pencil responses or simulated exercises.
There are 3 major types of tests used in the selection process are ability, personality, and performance tests.
Ability tests: Are means of measuring mainly mental (such as intelligence), mechanical, and clerical abilities or sensory capacities.

20. Personality: Are means of measuring characteristics, such as patterns of thoughts, feelings, and behaviors.
Performance / Work sample tests: Requires the applicant complete some of job activity under structured conditions.
Cognitive aptitude tests: Types of tests used to measure a person's capacity or potential talents to learn and perform a job. Or tests that determine general reasoning ability, memory, vocabulary, verbal fluency, and numerical ability.

21. Verbal tests: Used to measure a person’s ability to use word in oral or written communication.
Numerical tests: Used to measure a person's ability to add, subtract, multiply, divide.
Spatial tests: Used to measure a person's ability to visualize objects in space and determine their relationships.
Reasoning tests: Used to measure a person's to analyze oral or written facts and make correct judgment concerning to these facts based on the logical implication.

22. Psychomotor tests: ¬ kareFVIetsþelIPaBsÞat;CMnaj¦
Needs to measure a person's strength, dexterity and coordination.
Speed of arm movements
Manual dexterity ¬ PaBsÞat;CMnajénéd¦
Finger dexterity ¬ PaBsÞat;CMnajénRmaméd¦
Job knowledge tests:
¬ kareFVIetsþcMeNHdwgGMMBIkargar¦
Used to measure job related knowledge of job applicants (oral & written).

23. Personality tests/ Psychological tests:
Performance/ Efficiency/ Achievement tests: Used to measure a person's ability how well applicant can do as sample of the work to be performed in a job.
Personality tests/ Psychological tests:
Used to measure a person's traits.
Aggression : MKT. (Salesperson, Sales supervisor)
Autonomy : Accountant, Account clerks
Understanding : Reporters, Journalists …
Exhibition : Film stars
Nurture/ feelings : Nurse

24. Employment interviews ¬ karsMPasn_kargar¦
Is a relatively formal in-depth conversation conducted for the purpose of assessing a candidate's knowledge, skills, and abilities, as well as providing information to the can the candidate about the organization and potential jobs.
Is a goal-oriented conversation in which an interviewer and an applicant supposedly exchange information.

25. Purposes of interview Obtaining information about candidates
Creating friendships with job applicants.
Providing information about organization to job candidates (image of organization working conditions, policies, opportunities for advancement).

26. Types of interviews Board interviews/ Panel interviews:
Job applicant is asked by a group of interviews
Structured interviews / patterned / standardized:
Type of interview used by interviewers to ask interviewees (Job applicants) with series of predetermined questions.

27. Stressed interview:
Types of interview is used to create stress on job applicant to see how a person responds.
Group interview:
Interviewers ask a group of interviewees (job applicants) at one time.
Unstructured/ informal / non-directive interviews:
Interviewers ask interviewees with general questions.

28. How to interview successfully?
Determine the questions we want to ask before starting interview.
Encourage job applicants to talk during the interview period.
Put applicants at quiet place.
Observe closely applicant mannerisms, speech and attire if these characteristics are necessary to the job.

29. How to interview successfully? (Cont.)
Try to avoid interviewing applicants who we know
Listen to applicants carefully. (active and passive listening)
Never argue to applicants
Eye contacts

30. Reference Checks ¬ karBinitüemIlsavtarbs;ebkçCn¦
Are attempts to obtain job-related information about job applicants from individuals who are in a position to be knowledgeable about applicants' qualifications.
Can be obtained by mail, by telephone, and in person.
Such checks often are aimed at verifying information on application blanks and resumes and may also focus on collecting additional data to facilitate the selection decision.

31. Types of reference
Academic references: vocational training schools, Universities or Faculties….
Prior-work references: Former employers, directors of Co, NGO.
Financial references/ credit reports: Bankers, Savings accounts, credit cards……
Personal references: Family, relatives, and friends…

32. Methods for checking references
Telephone-reference checking:
Used to verify information that provided by applicants such as employment date, Salary history, types of job responsibilities, reasons for leaving jobs…
Write references checking:
Some Companies have their reference forms. They give them to applicants in order to send them to former employers to fill and signed them.

33. Physical Exam ¬ karBinitüsuxPaB¦
Some company use physical exams in order to check applicant's health.
Once the person is hired, a medical exam is often the next step in the selection process (although it may also take place after the new employee starts work).

34. Final selection decisions ¬ karsMerccitþeRCIserIscugeRkay¦
Some organizations:
Let HRD handles all select steps and making final selection decisions. But HRD leaves qualified applicants to department managers choose based on information provided by HRD.
Let HRD handles all selection steps but final selection decisions leaves to top managers.
It involved with 3 levels of managers in an organization.