1. Assessing Job Candidates: Tools for Selection
Chapter Eight
Assessing Job Candidates: Tools for Selection

2. Chapter Outline The Selection Process Application Blanks and Biodata
Tests
Interviews
Physical Testing
Reference and Background Checks
Selecting Managers
Criteria for Choosing Selection Devices
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3. Benefits of Careful and Strategic Selection
Tradeoff with training/socialization
Hire more carefully, less training may be needed
Hire less carefully, train more afterwards
Improved performance
Effective strategy implementation
Hire the kind of people needed to implement strategy
Sustainable competitive advantage
Match strategy to the unique human resources you have
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4. Figure 8.1 The Process of Selection
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5. Application Questions
Problematic Questions:
Age, gender, religion, all handicaps, all arrests/convictions, photo, birthplace
Any questions that indirectly get at the above.
Acceptable Questions:
Job-relevant characteristics, qualities, and abilities
Bona fide Occupational Qualifications
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6. Figure 8.2 Constructing a Weighted Application Blank (WAB)
Make font bigger! Use the box and arrow layout of existing figure 8.2, but reduce verbiage as follows:
Define high and low criterion levels
Divide into development and holdout samples
In development sample, get percent of high and low group members making each response
Subtract percents to derive weight
Compute WAB score in development sample
Correlated WAB score with high/low group membership
Cross-validate by trying weights in holdout sample
Use weights for selection if they cross-validate
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7. Developing a Weighted Application Blank
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8. Biodata
Biodata is any personal history information, from WAB, biodata questionnaire, or experience/accomplishment record
May be valid because:
verifiable, non-fiction
only relevant items are weighted
point-to-point correspondence with job demands
may reflect job-relevant personality traits/values
assesses both cognitive and non-cognitive attributes
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9. Tests
A test is a standardized sample of behavior, allowing candidates to be compared easily.
Cognitive ability tests are often highly valid predictors of job performance.
Tests are legal if they produce no adverse impact OR validly predict job performance.
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10. Work Sample and Trainability Tests
Work sample tests are used to select individuals who already must know how to perform critical job tasks.
Trainability tests are used when candidates are not expected to know the job, to assess their aptitude for learning it.
Both have face validity, content validity, and usually predictive validity.
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11. Personality Tests
Can predict non-cognitive aspects of job success with low to moderate validity
May have incremental validity over cognitive tests
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12. “Big Five” Personality Dimensions
1. Extraversion --- introversion
2. Friendliness, agreeableness --- hostility, non-compliance
3. Neuroticism --- emotional stability
4. High conscientiousness --- low conscientiousness
5. High openness to experience --- low openness to experience
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13. The Interview Interrater reliability of interviews may be low
Validity of interviews depends on structure
Unstructured interviews are least valid
Semi-structured interviews have some pre-planning and some tailoring to the candidate
Structured interviews (same questions asked of each candidate) based on a job analysis are most valid
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14. Interviewer Errors and Biases
Similarity Error
Contrast Error
Overweighting of Negative Information
Race, Sex, and Appearance Bias
First Impression Error
Halo Error
Nonverbal Factors
Faulty Listening and Memory
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15. Figure 8.7 Cone Method of Semistructured Interviewing
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16. Effective Structured Interview Formats
Situational Interview
What would you do if two of your subordinates were having a conflict?
Behavior Description Interview
Tell me about a time two of your subordinates were having a conflict.
What did you do?
How well did it work?
What else did you try?
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17. Improving the Interview
Base questions on a thorough job analysis
Use a more structured format
Use situational and/or behavior description questions
Have interview conducted by a trained panel of interviewers
Assess only qualities that are visible in interviews
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18. Physical Testing The Physical Examination
May not be required until after a conditional job offer is made
Often not as reliable or valid as strength and fitness testing based on verified job demands.
May be used for placement or to allow accommodation if unable to perform a “marginal” job function.
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19. Drug Testing Drug use is NOT a handicap under ADA
Drug tests can be done prior to a conditional offer, also randomly during employment
Tests are reliable but expensive and invasive
Advisable in safety-sensitive jobs
Perceived fairness is essential
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20. Obtaining Reference/Background Information
Written references or phone interviews may be used
Ask nominated referees for additional people to contact
Ask job-related questions of referees
Disclose to applicant that you are seeking reference information or doing a background check
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21. Validity and Legality of Reference Information
Validity may be low
Check references to avoid “negligent hiring” and because résumé fraud is common
Beware defamation suits when giving reference information
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22. Selecting Managers Assessment Centers Valid but expensive
Multiple assessees
Multiple assessors
Multiple exercises: In-basket test, leaderless group discussion, interview, tests
Valid but expensive
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23. Criteria for Choosing Selection Devices
Validity
Utility
Cost, Base Rate of Success, Selection Ratio, Incremental Validity, etc.
Legality/Likelihood of legal challenge
Acceptability to Managers
Applicant Reactions
Societal Impact
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24. Table 8.9 Average Validity and Incremental Validity of Selection Devices
Source: Data from F.L. Schmidt and J.E. Hunter, “The Validity and Utility of Selection Methods in Personnel Psychology: Practical and Theoretical Implications of 85 Years of Research Findings,” Psychological Bulletin, Vol.124, 1998, pp Note that the correlations in the second column are correct upwards to account for restriction in range and unreliability in the measurement of performance.
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25. Review T Selection Process Application Blanks and Biodata Tests
Interviews
Physical Testing
Reference and Background Checks
Selecting Managers
Criteria for Choosing Selection Devices
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