Unit V Selection

Concept of Selection
Selection is the Process of gathering information about job applicants in order to determine who should be hired & who should be rejected.Selection process varies according to organisation. It Should be impartial & undertaken in an objective way. There should not be any mistake in selecting the right person to fit the right job. Selection is the process of choosing the most suitable candidate out of all the applicants and matching the qualification of applicants with job requirements. Picking the right candidates from the pool of applicants. Selecting the right persons is important for three main reasons:

a.Your own performance is always depends in part on your subordinates b. Costly to recruit and select employees c. Legal implication of incompetent hiring. It should be comply with EEO, Labor acts & legal. Definition Process of gathering information for the purposes of evaluating and deciding who should be hired, under legal guidelines, for the short and long-term interests of the individual and the organization. Schmitt & Schneider Selection is the process of choosing among people who apply for work with an organization. Wendell French Selection activities predict which job applicant will be successful if hired. Decenzo and Robbins

Selection Process

R E J E C T I

1.Initial Screening Screening interview: Describe the job in details so the candidates can consider if they are really serious and eligible for apply Conduct preliminary interview to eliminate unqualified job seekers. Sharing job description information frequently encourages the unqualified or marginally qualified to voluntarily withdraw 2.Completing the Application Form Company-specific employment form used to generate specific information the company wants May require only the applicants name, address, telephone number etc. Reduces the number of applicants that need to be interviewed Weighted Application Forms: Uses relevant applicant information to determine the likelihood of job success Individual form items such as years of schooling, months on the last job, salary data for previous jobs, etc. Helps recruiters to differentiate between potentially successful and unsuccessful job performers 3.Employment Interviews A selection device used to obtain in-depth information about a candidate. Designed to probe areas not easily addressed by the application form. Applicant may be interviewed by HRM interviewers, senior managers, potential supervisors etc. Impression Management: Influencing performance evaluations by portraying an image desired by the appraiser Behavior Interview: Observing job candidates not only for what they say but for how they behave Realistic Job Preview (RJP): A selection device that allows job candidates to learn negative as well as Positive information about the job and organization e.g. brochures, films, plant tours, work sampling, etc. 4.Employment Tests Since the mid-1980s, employment tests have been used Hundreds of test can serve as selections E.g. intelligence test, perception skills, motor ability, personality traits etc.

5.Background Investigation/Reference Checks The process of verifying information job candidates provide

Obtaining needed information may be difficult, especially when there may be a question about invading privacy Internal investigation: Task of questioning former employers, personal references etc. External investigation: Involves using a reference-checking firm Qualified privilege: The ability for organizations to speak candidly to one another about employees. job offer that becomes permanent after certain Individuals who perform successfully in the preceding steps are now considered eligible to receive the employment offer Who makes the final employment depends on several factors A tentative conditions are met Recruitment and selection practices in Nepalese organization. Employment Interview An interview is a procedure of face to face communication designed to obtain information from applicants/ candidates through oral responses to oral inquiries. Formal in-depth conversation conducted to evaluate the applicants acceptability. Excellent selection device because it is flexible , can be adapted to skilled and unskilled employees and managerial post. Methods of employment interview: One to One interview: There is one candidate and one interviewer Sequential Interview: Each time there is one candidates and two interviewers. Panel Interview: One candidates and more than two interviewers may go up 15 nos. Types of interview: Structure or directive interview: A predetermined checklists of questions usually asked of all applicants. Useful for valid result , especially when dealing with large number of applicants. Unstructured or non directive interview: Conversational style interview normally questions are made at the time of interview based upon the response of the applicants. Useful when the interviewer tries to probe personal details of the candidates to analyze why the candidates are not right for the job. Mixed interview: A combination of structured and unstructured questions , which resembles (similar) what is usually done in practice. A realistic approach that yields comparable answers plus in-depth insights. Behavioral interview:

Question related to hypothetical situations. Evaluation is based on the solution and approach of the applicants. Useful to understand applicants reasoning and analytical abilities under modest stress. Stressful interview: A series of harsh, rapid fire questions indented to upset the applicant. Useful for stressful jobs, such as handling complaints. Limitation of Interview: Snap judgment : First impression Contrast (opposition) effects : ( Judgment of current based on previous) Impression management Lack of training to interview Prior knowledge about the applicant will bias the interviewers evaluation Stereotype of what represents a good applicant The interviewer tends to favor applicants who share his or her own attitudes The interviewer may forget much of the interviews content within minutes after its conclusion Often are expensive, inefficient, and not job-related Sex, race, political attitude of the interviewers may lead to favorable evaluation

Guidelines to interviewers Dos Plan the interview Establish the easy and informal relationship Encourage the candidates to talk Probe ( inquiry ) where necessary Maintain control over the direction and time taken for the interview. Donts Start the interview without preparation Jump to conclusion on inadequate evidence. Pay too much attention to isolated strength and weakness. Talk too much Allow the candidate to gloss (explanation )in not necessary area. Methods of Selection Test 1.(Aptitude Tests): a) Mental and Intelligence Test Measures the potential of individuals to perform and learn in a given area. Math and verbal

E.g. Scholastic Aptitude test (SAT) & Graduate Record Examination (GRE), General Management Aptitude Test( GMAT ) b) Mechanical Test: Perceptual speed of mechanical work , Visual insights, specialized knowledge on technique, problem solving ability, technical vocabulary. c) Psycho motor Test: measures a persons ability to perform a specific work, muscular movement , control and coordination . Include choice reaction time, speed of limb movement, and finger dexterity( ability to use without difficulty) . Used for positions with high manual requirements. E.g. Assembling radio or TV components and watches

2) Achievement Test: What person can do ? It determines the skills and knowledge already acquired through training and job experience. a) Job knowledge ( Written and Oral test ): use to judge typing ,shorthand and adding ,operating ,calculating etc. These can be written or oral. b) Work sample Test: Applicants are given a piece of work to judge how efficiently he does it.

 3) Personality Test: It discovers the idea about the value system, emotional reaction , maturity , Introversion, motivation characteristics of applicants. It is used to select supervisors and managers. a) Objective Test: It measures the self sufficiency and self confidence. b) Projective Test:

Asked to interpret a ambiguous figure. Observe the way in which he responds to those stimuli It reflects his own values, view, motives, personality , analyzing power etc. Involves 10 cards On each of which is printed a bilateral symmetrical inkblot The person responding is asked to tell what he or she sees in the inkblot The examiner keeps an exact record of the responses, the time taken to make the responses, emotional expressions, & other incidental behavior Then a trained interpreter analyzes the data and reaches conclusions about the personality patterns of the person being examined

4. Polygraph and Honesty Tests Lie detector

 Polygraph is a device that measures Physiological changes like perspiration. Instrument that records changes in breathing, blood pressure, pulse, skin response associated with sweating of palms, and then plots these reactions on paper The person being tested with a polygraph attached is asked a series of questions Some are neutral, to achieve a normal response; others are stressful, to indicate a response made under pressure E.g. Is your name Smith? and Have you ever stolen from an employer? Use to test for departmental store , banks, treasury and Jewellery office job.

5. Graphology/Handwriting Analysis: Used as a hiring tools by 85% of French companies. Not widely used by US company but more than 3000 U.S. firms retain handwriting analyst as employment consultants. The analyst assess more than 300 personality traits including enthusiasm ,imagination and ambition. Big and use of capital letter indicate a tendency towards domination and competitiveness. Graphologist Looks to slant, speed, spacing, pressure, clarity, size, length of upper and below extension of the letters and handwriting etc. 6.Drug Testing: Began from military organization and spread to the sports world nd now becoming more common in employment. Around 500 companies now using this pre employment drug testing in US. Critics charge it violets the individuals right to privacy. US postal services took the urine samples from 5,465 job applicants. Those who had tested positive prior to employment were absent 41%more and fired 38% more than other having normal report.

The test scores of an individual should remain fairly stable over time e.g. January and February.

An Individuals intelligence is generally stable characteristic. If we measure an attitude or a mood we would expect different scores on the measures because attitude or a moods change. Applicants' performance on any given selection device should produce consistence scores each time the device is used. E.g. using wooden yardstick to measures height produces highly reliable result but produce considerable disparity in result if we use elastic tape. The variability reflects the unreliable measuring device Test-retest Reliability: Correlate the scores of applicants given the same test occasions Alternative form Reliability: Correlating scores from 2 alternate forms of the same test. An applicant's score should not vary too much according to which form of the test he happens to take on 2 different

Types of validity:
Validity is the proven relationship that exists between a selection device and some relevant job criterion.It is accuracy and reliability of selection test. Content Validity The degree to which a test, content or questions about job tasks , as a sample , represent situation on the job. E.g. Typing test for a secretarial position Applicant is given a typical sample of typing work under 'normal' working conditions If the content of the typing test is actually representative of the work that is done on the job, then the test is said to be content-valid Not appropriate for more abstract job behaviors such as leadership, work ethics etc. Construct Validity The degree to which a test measures a particular trait related to successful performance on the job. The traits are usually abstract in nature. Construct validity is complex and difficult. It is the most difficult validity to prove because it is abstract. Criterion-related Validity Criterion-related Validity is the degree to which a particular selection device accurately predicts the level of performance or important elements of work behavior.

It shows the relationship between the result of test score and the job performance. To establish criterion related validity two methods are used: i) Predictive validity ii) Concurrent validity. Predictive Validity Is determined by using the scores obtained from a sample of applicants for a job at the time of selection. Predictive Validity is the degree to which there is a relationship between test scores & some future actual behavior, which is required of a person if he is to perform successfully the job for which he is being selected Steps Administer the test to a large sample of applicants Select individuals for the job Wait an appropriate amount of time & then collect measures of actual job performance Compare the test scores with the actual performance to identify the relationship. If no clear relationship exist the test may have to be revised. Drawbacks of Predictive Validity The employer first must wait until it has hired a large no. of people for whom it has prediction scores And then until it can obtain meaningful measures of job performance for the people who were hired For some jobs, the time it takes to determine who is a good employee can be long Concurrent Validity Is used to determine whether a selection test can predict job performance The extent to which test scores are related with a job behavior measure that is available at the same time Steps Administer the test to present employees performing the job An approximately the same time, performance measures for these employees are also collected The test scores are then correlated with the performance measures If the test is significantly related to performance, it would be a candidate for future use with applicants in the selection process Advantages of Concurrent Validity: Conducted relatively quickly Less expensive than predictive validation Disadvantages:

Uses experienced employees. If experience is important in a job performance, such validation will be biased in favor of applicants with experience Present employees often balk at completing tests. Will not often provide honest answer