1. Chapter 6 Selecting Employees
Define basic testing concepts, including validity and reliability.
Discuss at least four basic types of personnel tests.
Explain the factors and problems that can undermine an interview’s usefulness, and the techniques for eliminating them.
Explain how to do background checks on job candidates.
Explain the basics of how to develop and extend a job offer.

2. The Basics of Testing and Selecting Employees
Selection
Selecting the best fit candidate / candidates for the job.
Why Careful Selection is Important?
Organizational Performance
Employees Performance
Dysfunctional behaviors
Cost
Legal Implications (Negligent hiring)

3. The Basics of Testing and Selecting Employees
Basic Testing Concepts
Reliability
The characteristic that refers to the consistency of scores obtained by the same person when retested with the identical or equivalent tests.
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).
Content validity
A test that is content valid is one that contains a fair sample of the tasks and skills actually needed for the job in question.
Construct validity
A test that is construct valid is one that demonstrates that a selection procedure measures a construct and that construct is important for successful job performance.

4. The Basics of Testing and Selecting Employees
Basic Testing Concepts
Validity
How to validate a test? 1
Analyze the job 2
Choose the tests 3
Administer the test (Concurrent validity – Predictive Validity) 4
Relate your test scores and criteria (Expectancy chart) 5
Cross – validate and revalidate

5. The Basics of Testing and Selecting Employees
Basic Testing Concepts
Utility Analysis
Expense - Does it pay to use the test? – Validity – Measure - Test scores and costs - Number of applicants
Generalization
The degree to which evidence of a measures validity obtained in one situation can be generalized to another situation without further study.
Legality
Testing and equal employment opportunity laws - Avoid different type of bias … etc

6. Selection Procedure 1 2 3 4 5 6 Filing the application form
Using tests and interviews 3
Background investigation and reference check 4
Medical examination 5
Probation period 6
Appointment 6

7. Using computerized tests
Using Tests at Work
Using computerized tests
Using online tests
Using data mining 7

8. Using Tests at Work (Types of Tests)
Tests of Cognitive Abilities
Intelligence Tests
Specific Cognitive Abilities / Aptitude tests
Tests of Motor and Physical Abilities
Measuring Personality Tests
Personality Test Effectiveness 8

9. Using Tests at Work (Types of Tests)
Interest Inventories
Achievement Tests 9

10. Using Tests at Work (Types of Tests)
Computerized and Online Testing
Situational Judgment Tests
Management Assessment Centers
Computerized Multimedia Candidate Assessment Tools 10

11. Interviewing Candidates
A procedure designed to obtain information from a person through oral responses to oral inquiries
Types of Selection Interviews
Structured Interview
Unstructured Interview
An interview following a set sequence of questions.
An unstructured conversational-style interview in which the interviewer pursues points of interest as they come up in response to questions. 11

12. Interviewing Candidates
Types of Questions
Situational Interview
A series of job-related questions that focus on how the candidate would behave in a given situation.
Behavioral Interview
A series of job-related questions that focus on how they reacted to actual situations in the past.
Knowledge and Background Questions
job-related knowledge and experience. 12

13. Interviewing Candidates
How to Administer an Interview?
Panel / Board Interview
One on One Interview
Serial Interview
Phone Interview
Mass Interview
Video / Web-Assisted Interview
Computerized Interview 13

14. Interviewing Candidates
How Useful are Interview?
Situational = higher validity
Structured = more valid and reliable
One-on-one = more valid than panel 14

15. Interviewing Candidates
How to Avoid Common Interviewing Mistakes? 1
First impressions (snap judgments). 2
Negative emphasis 3
Not knowing the job 4
Pressure to hire 15

16. Interviewing Candidates
How to Avoid Common Interviewing Mistakes? 5
Candidate order (contrast error) 6
Influence of nonverbal behavior 7
Attractiveness 8
Ingratiation 9
Nonverbal implications 16

17. Interviewing Candidates
Steps in Conducting an Effective Interview
Step 1
Structure the interview 1
Make sure you understand the job. 2
Use mostly job knowledge, situational, or behavioral questions. 3
Train interviewers. 4
Use the same list of questions with all candidates. 5
Use rating scales. 6
Have several people interview the candidate. 7
If possible, use a structured interview form. 17

18. Interviewing Candidates
Steps in Conducting an Effective Interview
Step 2
Review candidate’s background Before the interview
Step 3
Establish rapport
Step 4
Ask questions, and try to follow your structured interview form
Step 5
Close the interview and leave time to answer any questions the candidate may have
Step 6
Review the interview after the candidate leaves, review your interview notes and fill in the structured interview guide 18

19. Using Other Selection Techniques
Background Investigations and Reference Checks
Why?
What to verify?
Collecting background information
Checking social networking sites
Reference check effectiveness
Making reference checks more useful
Using pre-employment information services 19

20. Using Other Selection Techniques
Honesty Testing
Polygraph tests
Paper-and-pencil honesty tests
Graphology 20

21. Using Other Selection Techniques
Medical Exams
Drug Screening
Realistic Job Previews 21

22. Using Other Selection Techniques
Tapping Friends and Acquaintances
Making the Selection Decision
Evaluating the Selection Process 22

23. Using Other Selection Techniques
Complying with Immigration Law
Improving Productivity through HRIS
Developing and Extending the Job Offer 23