SELECTION

Matching People and Jobs Selection

The process of choosing individuals who have relevant qualifications to fill existing or projected job openings.

Selection Considerations Person-job fit: job analysis identifies required individual competencies (KSAs) for job success. Person-organization fit: the degree to which individuals are matched to the culture and values of the organization.

The Goal of Selection:Maximize “Hits”

MISSMISS InaccurateInaccuratepredictionprediction

(Person would have (Person would have succeeded on the succeeded on the

job)job)

MISSMISS InaccurateInaccuratepredictionprediction

(Person would have (Person would have succeeded on the succeeded on the

job)job)

HITHIT AccurateAccuratepredictionprediction

(Person succeeds (Person succeeds on the job)on the job)

HITHIT AccurateAccuratepredictionprediction

(Person succeeds (Person succeeds on the job)on the job)

HITHIT AccurateAccuratepredictionprediction

(Person would not (Person would not have succeeded on have succeeded on

the job)the job)

HITHIT AccurateAccuratepredictionprediction

(Person would not (Person would not have succeeded on have succeeded on

the job)the job)

MISSMISS Inaccurate Inaccurate predictionprediction

(Person fails on the (Person fails on the job)job)

MISSMISS Inaccurate Inaccurate predictionprediction

(Person fails on the (Person fails on the job)job)

Predicted Success

Job

Per

form

ance

Low

Low

High

High

Steps in the Selection Process

Note: Steps may vary. An applicant may be rejected after any step in the process.

Completion of applicationCompletion of application

Initial interview in HR department

Initial interview in HR department

Employment testing(aptitude, achievement)

Employment testing(aptitude, achievement)

Background investigationBackground investigation

Preliminary selection in HR department

Preliminary selection in HR department

Supervisor/team interviewSupervisor/team interview

Medical exam/drug testMedical exam/drug test

Hiring decisionHiring decision

The Selection Process Obtaining Reliable and Valid Information

Reliability The degree to which interviews, tests, and

other selection procedures yield comparable data over time and alternative measures.

Validity Degree to which a test or selection procedure

measures a person’s attributes.

Sources of Information about Job Candidates

Application Forms Online Applications Biographical

Information Blanks (BIB)

Background Investigations

Polygraph Tests

Integrity and Honesty Tests

Graphology Medical Examinations Employment Tests Interviews

That’s My Story and I’m Sticking to It

How HR Uses Background Investigations

Percentage of respondents conducting the following checks:

Contact references provided by candidate 75%

Verify schools attended and degrees earned 62%

Contact people suggested by references 42%

Check driving records 41%

Verify reference letters provided by candidate 30%

Run credit checks 25%

Application Forms Application date Educational background Experience Arrests and convictions Country of citizenship References Disabilities

Biographical Information Blanks Sample Questions:

At what age did you leave home?

How large was the town/city in which you lived as a child?

Did you ever build a model airplane that flew?

Were sports a big part of your childhood?

Do you play any musical instruments?

Background Investigations Checking References

Letters of reference Mail and telephone checks

Specific job-related information Failure to Check References

Negligent hiring liabilities

Integrity Test Question Examples

Note: The number of items in each category was 2, 8, 13, and 9 respectively.Source: Stephen Dwight and George Alliger, “Reactions to Overt Integrity Test Items,” Educational and Psychological Measurement 57, no. 6 (December 1977): 937–48, copyright © 1997 by Sage Publications, Inc. Reprinted with the permission of Sage Publications, Inc.

Background Investigations (cont’d) Graphology

The use of a sample of an applicant’s handwriting to make an employment decision.

Medical Examinations Given last as they can be costly. Ensure that the health of an applicant is adequate

to meet the job requirements. Provides a baseline for subsequent examinations

Drug Testing

Effects of Testing Questions about the accuracy of results. Applicants testing positive are generally not hired. Current employees testing positive are referred to

employee assistance programs for rehabilitation.

Employment Tests Employment Test

An objective and standardized measure of a sample of behavior that is used to gauge a person’s knowledge, skills, abilities, and other characteristics (KSAOs) in relation to other individuals.

Classification of Employment Tests Cognitive Ability Tests

Aptitude tests Measures of a person’s capacity to learn or acquire

skills. Achievement tests

Measures of what a person knows or can do right now.

Personality and Interest Inventories “Big Five” personality factors:

Extroversion, agreeableness, conscientiousness, neuroticism, openness to experience.

Is That Your Final Answer?Verbal 1. What is the meaning of the word “surreptitious”?

a. covert c. livelyb. winding d. sweet

2. How is the noun clause used in the following sentence?“I hope that I can learn this game.”a. subject c. direct objectb. predicate nominatived. object of the preposition

Quantitative 3. Divide 50 by 0.5 and add 5. What is the result?a. 25 c. 95b. 30 d. 105

4. What is the value of 1442?a. 12 c. 288b. 72 d. 20736

Answers: 1a, 2c, 3d, 4d

Is That Your Final Answer? (cont’d)Reasoning 5. ______ is to boat as snow is to ______.

a. Sail, ski c. Water, skib. Water, winter d. Engine, water

6. Two women played 5 games of chess. Each woman won the same number of games, yet there were no

ties. How can this be?a. There was a forfeit. c. They played different people.b. One player cheated. d. One game is still in progress.

Mechanical 7. If gear A and gear C are both turning counterclockwise,what is happening to gear B?a. It is turning counterclockwise.b. It is turning clockwise.c. It remains stationary.d. The whole system will jam.

Answers: 5c, 6c, 7b

California Psychology InventoryPersonality Facets and Sample Items Agreeableness

Trust—I believe people who are usually honest with me. Conscientiousness

Attention to detail—I like to complete every detail of tasks according to the work plans.

Extroversion Adaptability—For me, change is exciting.

Neuroticism Self-confidence—I am confident about my skills and

abilities. Openness to Experience

Independence—I tend to work on projects alone, even if others volunteer to help me.

Source: Mark J. Schmit, Jenifer A. Kihm, and Chet Robie, “Development of a Global Measure of Personality,” Personnel Psychology 53, no. 1 (Spring 2000): 153–93.

Classification of Employment Tests (cont’d) Physical Ability Tests

Must be related to the essential functions of the the job.

Job Knowledge Tests An achievement test that measures a person’s

level of understanding about a particular job. Work Sample Tests

Require the applicant to perform tasks that are actually a part of the work required on the job.

Interviewing Methods Nondirective Interview

The applicant determines the course of the discussion, while the interviewer refrains from influencing the applicant’s remarks.

Structured Interview An interview in which a set of standardized

questions having an established set of answers is used.

Interviewing Methods (cont’d) Situational Interview

An interview in which an applicant is given a hypothetical incident and asked how he or she would respond to it.

Behavioral Description Interview (BDI) An interview in which an applicant is asked

questions about what he or she actually did in a given situation.

Panel Interview An interview in which a board of interviewers

questions and observes a single candidate.

Interviewing Methods (cont’d) Computer Interview

Using a computer program that requires candidates to answer a series of questions tailored to the job. Answers are compared either with an ideal profile or with profiles developed on the basis of other candidates’ responses.

Video interviews Using video conference technologies to evaluate

job candidates’ technical abilities, energy level, appearance, and the like before incurring the costs of a face-to-face meeting.

Sample Situational Interview Question

QUESTION:It is the night before your scheduled vacation. You are all packed and ready to go. Just before you get into bed, you receive a phone call from the plant. A problem has arisen that only you can handle. You are asked to come in to take care of things. What would you do in this situation?

RECORD ANSWER:

SCORING GUIDE:Good: “I would go in to work and make certain that everything is O.K. Then I would go on vacation.” Good: “There are no problems that only I can handle. I would make certain that someone qualified was there to handle things.” Fair: “I would try to find someone else to deal with the problem.” Fair: “I would go on vacation.”

Variables in the Employment Interview

ApplicantApplicant• KSAOsKSAOs• EducationEducation• ExperienceExperience• InterestsInterests• PerceptionsPerceptions• Nonverbal cuesNonverbal cues• Age, sex, race, etc.Age, sex, race, etc.

ApplicantApplicant• KSAOsKSAOs• EducationEducation• ExperienceExperience• InterestsInterests• PerceptionsPerceptions• Nonverbal cuesNonverbal cues• Age, sex, race, etc.Age, sex, race, etc.

ContextContext• Purpose of the Purpose of the interviewinterview• Law and regulationsLaw and regulations• Economic issuesEconomic issues• Physical settingsPhysical settings• Interview structureInterview structure

ContextContext• Purpose of the Purpose of the interviewinterview• Law and regulationsLaw and regulations• Economic issuesEconomic issues• Physical settingsPhysical settings• Interview structureInterview structure

Interviewer(s)Interviewer(s)• Experience/trainingExperience/training• Age, sex, race, etc.Age, sex, race, etc.• PerceptionsPerceptions• Nonverbal cuesNonverbal cues• GoalsGoals

Interviewer(s)Interviewer(s)• Experience/trainingExperience/training• Age, sex, race, etc.Age, sex, race, etc.• PerceptionsPerceptions• Nonverbal cuesNonverbal cues• GoalsGoals

INTERVIEWINTERVIEW____________________________________

ProcessProcess__________________________________________

OutcomeOutcome

(Hiring Decision)(Hiring Decision)

INTERVIEWINTERVIEW____________________________________

ProcessProcess__________________________________________

OutcomeOutcome

(Hiring Decision)(Hiring Decision)

Ground Rules for Employment Interviews Establish an interview plan Establish and maintain rapport Be an active listener Pay attention to nonverbal cues Provide information freely Use questions effectively Separate facts from inferences Recognize biases and stereotypes Control the course of the interview Standardize the questions asked

Reaching a Selection Decision Selection Considerations:

Are individuals to be hired according to their highest potential or according to the needs of the organization?

At what grade or wage level to start the individual?

Should selection be for employee- job match, or should advancement potential be considered?

Should those not qualified but qualifiable be considered?

Should overqualified individuals be considered?

What effect will a decision have on meeting affirmative action plans and diversity considerations?

“Can-Do”and “Will-Do”Factors in Selection Decisions

““Can Do”Can Do”____________________________________________________________

• KnowledgeKnowledge• SkillsSkills• AbilitiesAbilities

““Can Do”Can Do”____________________________________________________________

• KnowledgeKnowledge• SkillsSkills• AbilitiesAbilities

““Will Do”Will Do”____________________________________________________________

• PersonalityPersonality• ValuesValues

• MotivationMotivation

““Will Do”Will Do”____________________________________________________________

• PersonalityPersonality• ValuesValues

• MotivationMotivation

Job PerformanceJob Performance

Selection Decision Strategies

ObjectivityObjectivity

Multiple Cutoff Model - MinimumMultiple Cutoff Model - Minimum

Statistical ApproachStatistical Approach

Compensatory Model - AverageCompensatory Model - Average

Multiple Hurdle Model- SequentialMultiple Hurdle Model- Sequential

SubjectivitySubjectivityClinical ApproachClinical Approach

Selection Decision Models

Compensatory Model Permits a high score in one area to make up for

a low score in another area. Multiple Cutoff Model

Requires an applicant to achieve a minimum level of proficiency on all selection dimensions.

Multiple Hurdle Model Only applicants with sufficiently high scores at

each selection stage go on to subsequent stages in the selection process.

Selection Process (cont’d) Selection Ratio

The number of applicants compared with the number of people to be hired.

Cutoff Score The point in a distribution of scores above which a

person is considered and below which a person is rejected.

Selection Process (cont’d) Final Decision

Selection of applicant by departmental or immediate supervisor to fill vacancy.

Notification of selection and job offer by the human resources department.