1. SELECTION

2. Selection
Process of choosing from a group of applicants the individual best suited for a particular position and an organization
Goal of selection process is to properly match people with jobs and organization.
Individuals overqualified, underqualified, or do not fit either job or organization’s culture, will probably leave the firm.

3. Environmental Factors Affecting the Selection Process
Other HR functions
Legal considerations
Decision making speed
Organizational hierarchy
Applicant pool
Type of organization
Probationary period

4. Administration of Selection Tests
Advantages
Potential Problems using Selection Tests
Characteristics of Properly Designed Selection Tests

5. Advantages of Selection Tests
Reliable and accurate means of selecting qualified candidates
Identify attitudes and job-related skills
Deficiencies in other techniques

6. Potential Problems Using Selection Tests
Legal liabilities
Test anxiety

7. Characteristics of Properly Designed Selection Tests
Standardization - Uniformity of the procedures and conditions of administering test
Objectivity - Everyone scoring a test obtains the same results
Norms - Frame of reference for comparing an applicant's performance with that of others

8. Characteristics of Properly Designed Selection Tests (Continued)
Reliability - Provides consistent results
Correlation coefficient = average squared error
>.8 is good
Types
Test-retest
Split-half
interrater

9. Characteristics of Properly Designed Selection Tests (Continued)
Validity - Measures what it is supposed to measure
Requirement for Job Relatedness – test must work without having adverse impact on minorities, females, and individuals with backgrounds or characteristics protected under law

10. Types of Validation Studies
Criterion-related validity - comparing the scores on selection tests to some aspect of job performance
Concurrent validity - Test scores and the criterion data are obtained at essentially the same time
Predictive validity - Administering a test and later obtaining the criterion information

11. Types of Validation Studies (Continued)
Content validity - Test validation method whereby person performs certain tasks that are actually required by job or completes a paper and pencil test that measures relevant job knowledge
Construct validity - Test validation method that determines whether a test measures certain traits or qualities that are important in performing the job

12. Types of Employment Tests
Cognitive aptitude
Psychomotor abilities
Job Knowledge
Work-sample (simulation)
Vocational interests
Personality

13. Types of Employment Tests (Continued)
Substance Abuse
Genetic
Graphoanalysis
Internet
Assessment Centers

14. Cognitive Aptitude Tests
Measures individual’s ability to learn, as well as to perform a job

15. Psychomotor Abilities Tests
Strength
Coordination
Dexterity

16. Job Knowledge Tests
Measure a candidate's knowledge of the duties of the position for which he or she is applying
Are commercially available

17. Work-Sample (Simulation)
Tests that require an applicant to perform a task or set of tasks representative of the job
Such tests by their nature are job related
Produces a high predictive validity, reduces adverse impact, and is more acceptable to applicants

18. Vocational Interests
Indicate the occupation in which a person is most interested and is most likely to receive satisfaction from
Primary use has been in counseling and vocational guidance

19. Personality Tests
Traits
Temperaments
Dispositions

20. Substance Abuse Testing
Proponents contend testing necessary to ensure workplace safety, security, and productivity
Drug testing in the U.S. is becoming commonplace.

21. Internet Testing
Increasingly being used to test skills required by applicants.

22. Assessment Centers In-basket exercises Management games
Selection technique used to identify and select employees for positions and requires them to perform activities similar to those in job
In-basket exercises
Management games
Leaderless discussion groups
Mock interviews

23. The Employment Interview
Goal-oriented conversation in which interviewer and applicant exchange information
Interview planning – essential to effective interviews
Content of the interview

24. Content of the Interview
Occupational experience
Academic achievement
Interpersonal skills
Personal qualities
Organizational fit

25. Candidate’s Role and Expectations
While interviewer provides information about company, it is important for applicants to do their homework.

26. Types of Interviews Unstructured (nondirective)
Structured (directive or patterned)
Behavioral

27. Methods of Interviewing
One-on-one interview - Applicant meets one-on-one with an interviewer
Group interview - Several applicants interact in the presence of one or more company representatives
Board interview - Several of the firm’s representatives interview one candidate

28. Methods of Interviewing
Stress interview - Anxiety is intentionally created
Realistic job previews - Job information is conveyed to the applicant in an unbiased manner

29. Legal Implications of Interviewing
Interview is considered to be a test
Subject to same validity requirements as any other step in selection process, should adverse impact be shown

30. Personal Reference Checks
Provides additional insight into applicant information
Verification of accuracy

31. Background Investigations and Professional Reference Checks
Seek data from references supplied including previous employers

32. Negligent Hiring
Negligent Hiring - Liability employer incurs when no reasonable investigation of applicant’s background is made and potentially dangerous person is assigned to position where he or she can inflict harm
At Risk Employers – Risk of harm to third parties. Example: Taxi driver

33. Negligent Hiring (Continued)
OSHA’s Role – Law requires employer to provide safe place to work; this extends to providing safe employees.
Double Jeopardy – Negligent retention occurs when company keeps employees whose records indicate strong potential for wrongdoing
Due Diligence Required – Employer responsible for employee’s unlawful acts even if not job related

34. Elements to Verify Previous employment Education verification
Personal reference check
Criminal history
Driving record
Civil Litigation
Workers’ compensation history
Credit history
Social security number verification

35. Fair Credit Reporting Act
Act amended in 1997
Places new obligations on employers who use certain information brought to light through background investigations

36. Other Legal Aspects
Over half of the states in U.S. have passed laws offering varying degrees of protection to employers who provide good-faith references and who release truthful information about current or former employees

37. Problems in Obtaining Information from Professional References
Two schools of thought:
Don’t tell them anything.
Honesty is the best policy.

38. Negligent Referral
May occur when former employer fails to offer a warning about a particularly severe problem with a past employee

39. Outsourcing Investigations
Firms can outsource background checks to third-party investigators that the Fair Credit Reporting Act regulates.

40. Polygraph Tests Confirm or refute application information
Employee Polygraph Protection Act of 1988 severely limited use in the private sector

41. The Selection Decision
Most critical step of all
Person whose qualifications most closely conform to the requirements of the open position should be selected

42. Medical Examination
Determine whether applicant physically capable of performing the work

43. Notification to Candidates
Results should be made known to candidates as soon as possible.
Delay may result in firm losing prime candidate.
Unsuccessful candidates should also be promptly notified.