CHAPTER 8

EXTERNAL SELECTION I
 EXTERNAL SELECTION

• refers to the assessment and evaluation of

external job applicants. A variety of
different assessment methods are used
 PRELIMINARY ISSUES

• These issues include the logic of

prediction, the nature of predictors,
development of the selection plan,
and the selection sequence.
 THE LOGIC OF PREDICTION

• holds that indicators of a person’s degree of

success in past situations should be predictive of
how successful he or she will likely be in new
situations.
EXHIBIT 8.1 THE LOGIC OF PREDICTION
PAST SITUATIONS NEW SITUATION (JOB)
 THE LOGIC OF PREDICTION

• A person’s KSAOs and motivation are the product of

experiences of past job, current job, and non-job
situations.

• During selection, samples of these KSAOs and

motivation are identified, assessed, and evaluated by the
organization
 THE LOGIC OF PREDICTION

• The logic of prediction works in practice if the

organization accurately identifies and measures
qualifications relative to job requirements, and if
those qualifications remain stable over time so that
they are carried over to the new job and used on
it.
 THE LOGIC OF PREDICTION

• The logic of prediction shown in Exhibit 8.1

demonstrates how critical it is to carefully
scrutinize the applicant’s past situation when
making selection decisions.
 THE LOGIC OF PREDICTION

• Not only is the logic of prediction important to

selection, but it is important to recruitment as

well.
 THE NATURE OF PREDICTORS

• There is a wide variety of different types of

predictors used in external selection.

• They can be differentiated from one another in

terms of content and form.
 CONTENT

• The substance or content of what is being assessed with

a predictor.

SIGN: A predisposition of the person that is thought to

relate to performance on the job. (ex. Personality)

 CONTENT

SAMPLE: is closer than a sign to actual on-the-job results.

Observing a set of interactions between a sales applicant and
customer to see if sales are made provides an example of a
sample.

CRITERION : is very close to the actual job performance, such

as sales during a probationary period for a new employee.
 FORM

• The form or design of the predictor may vary

along several different lines. (Speed Versus

Power, Paper and Pencil Versus Performance,

Objective Versus Essay, Oral Versus Written

Versus Computer)
 SPEED VERSUS POWER.

A speed test is used when speed of work is an

important part of the job, and a power test is used

when the correctness of the response is essential to

the job.
 PAPER AND PENCIL VERSUS
PERFORMANCE

Paper-and- pencil tests are frequently used

when psychological abilities are required to per-

form the job; performance tests are used when

physical and social skills are required to perform

the job.
 OBJECTIVE VERSUS ESSAY.

An objective paper-and-pencil predictor is one in

which multiple choice questions or true/false questions are
used. These tests should be used to measure specific
knowledge in specific areas.

Essays are best used to assess written

communication, problem-solving, and analytical skills.
 ORAL VERSUS WRITTEN VERSUS
COMPUTER.

If the job requires a high level of verbal skill, then oral

responses should be solicited.

If the job requires a large amount of writing, then written

responses should be required.

If the job requires constant interaction with the computer,

then applicants should enter their responses into the computer.
 DEVELOPMENT OF THE SELECTION
PLAN

A selection plan describes which

predictor(s) will be used to assess the KSAOs
required to perform the job.

In order to establish a selection plan, three

steps are followed.
 DEVELOPMENT OF THE SELECTION
PLAN

1. A listing of KSAOs is written in the left-hand

column. This list comes directly from the job
requirements matrix.

2. For each KSAO, a “yes” or “no” is written to

show whether this KSAO needs to be assessed in
the selection process.
 DEVELOPMENT OF THE SELECTION
PLAN

3. Possible methods of assessment are listed

for the required KSAOs, and the specific method
to be used for each of these KSAOs is then
indicated.
EXHIBIT 8.2SELECTION PLAN FORMAT AND
EXAMPLE FOR SECRETARIAL POSITION
EXHIBIT 8.3ASSESSMENT METHODS BY
APPLICANT FLOW STAGE
 INITIAL ASSESSMENT METHODS

• Referred to as pre-employment inquiries and are used to

minimize the costs associated with substantive assessment
methods by reducing the number of people assessed.

• Predictors typically used to screen candidates from

applicants include application blanks, biographical
information, reference reports, handwriting analysis, literacy
testing, genetic screening, and initial interviews.
 RESUME´S AND COVER LETTERS

• The first introduction of the applicant to the organization

is often a cover letter and resume´.

• This introduction is controlled by the applicant as to the

amount, type, and accuracy of information provided. As a
result, resume´s and cover letters always need to be
verified with other predictors.
 RESUME´S AND COVER LETTERS

• One major issue with resume´s as a selection tool is the volume of

them that organizations must process.

• Fortunately, the computer has resolved this issue.

• Though such methods have powerful time-and cost-saving

advantages, there are disadvantages, such as rejection of resume´s
that the software has trouble reading and applicants who try to
beat the system.
 RESUME´S AND COVER LETTERS

The near universal use of e-mail in organizations has

complicated the receipt and use of resume´s. Examples
include the following:

1. Most resume´s are received via surface mail, but

surveys reveal that most employers prefer to receive them
via e-mail.
 RESUME´S AND COVER LETTERS

2. When many companies receive resume´s, they are

never read but instead submitted to resume´-scanning
software as described above.

3. Some consultants offer new formats for applicants to

grab the attention of recruiters.
 RESUME´S AND COVER LETTERS

4. More and more resume´s are submitted using

online forms on the organization’s Web site.

• Because of these changes, some have argued that the

age of the traditional resume´ is dead.
 RESUME´S AND COVER LETTERS

Applicants would be well advised to follow the following pieces

of advice in submitting their credentials to employers:

1. Applicants need to make sure their resume´s are

electronically scan-ready.

2. When submitting a resume´ by e-mail, applicants should

consider including it in the e-mail message itself rather
attaching it as some have trouble reading attachments.
 RESUME´S AND COVER LETTERS

3. As opposed to the traditional emphasis on action

verbs, applicants should use nouns to describe noteworthy

aspects of their background as nouns are more likely to be

identified as keywords in scanning software.

 RESUME´S AND COVER LETTERS

According to a recent survey by ResumeDoctor.com, the most common

misleading information put on resume´s is:

• Inflated titles

• Inaccurate dates to cover up job hopping or employment gaps

• Half-finished degrees, inflated education, or “purchased” degrees

• Inflated salaries

• Inflated accomplishments

• Outright lies with regard to roles and responsibilities

 RESUME´S AND COVER LETTERS

Getting a Resume noticed:

- Avoid typos and other minor mistakes.

- Customize resume to the position.

- Brevity is highly valued.

- Be factual and truthful.

- Do not underplay accomplishments.

 APPLICATION BLANKS

An application can be used to verify the data

presented on the resume´ and also can be used to obtain
data omitted on the resume´, such as employment dates.

The major advantage of application blanks over

resume´s is that the organization, rather than the
applicant, dictates what information is presented.
 APPLICATION BLANKS

The major issue with application blanks is to make

sure that information requested is critical to job success,
following the logic of prediction discussed earlier.

The only information sought from the application

blank should be KSAOs that can be demonstrated as
relevant to the job.
 APPLICATION BLANKS

Educational Requirements

• Special care needs to be taken in wording items on an

application blank when soliciting information about

educational experiences and performance.

 APPLICATION BLANKS

Level of Education.

Level of education or degree is one element of

educational performance used to predict job performance.
Often, level of education is measured by the attainment of a
degree.

Research indicates that level of education is weakly

related to job performance
 APPLICATION BLANKS

Grade Point Average.

GPA varies when considering major classes, various

fields of study, different schools, etc.

Research suggests that the validity of GPA in predicting

job performance may be as high as the mid .30s.

GPAs do tend to have adverse impact. The validity

evidence must be balanced against adverse impact implications
 APPLICATION BLANKS

Quality of School.

Organizations pay quite a premium for college-

educated hires, so what may seem like a good return on

investment to an undergraduate or graduate student may

seem like an excessive premium to an employer.

 APPLICATION BLANKS

Quality of School.

Sixty percent of corporate recruiters cite the

reputation of the school as the top reason for recruiting at

a particular university.
 APPLICATION BLANKS

Major Field of Study.

The more specialized the knowledge requirements

of a particular position, the more important an applicant’s

major field of study is likely to be as a predictor.

 APPLICATION BLANKS

Extracurricular Activities.

The usefulness of extracurricular activities as a

predictor depends on the job.

Evidence suggests that participation in extra-

curricular activities is a demonstration of interpersonal
skills, suggesting that it may be more valid for jobs with a
heavy social component
 APPLICATION BLANKS

Training and Experience Requirements

Various methods can be used to measure training

and experience.

An approach termed the “behavioral consistency

method” has shown the highest degree of validity because
it focuses on determining the quality of an applicant’s
previous training and experience
 APPLICATION BLANKS

Licensing, Certification, and Job Knowledge

The purpose of a license is to protect the public interest,

whereas the purpose of a certification is to identify those people
who have met a minimum standard of proficiency.

Cannot assume that simply because an applicant has a

license or a certification he or she is qualified for the position.
 APPLICATION BLANKS

Weighted Application Blanks

Procedures have been developed that help weight
application blank information by the degree to which the
information differentiates between high- and low-
performing individuals.
This scoring methodology is referred to as a
weighted application blank and is useful not only in making
selection decisions but also in developing application
blanks as well.
 APPLICATION BLANKS

Evaluation of Application Blanks

Evidence suggests that scored evaluations of the

unweight application blank are not particularly valid
predictors of job performance

Another factor that may undermine the validity of

application blanks is distortion
 APPLICATION BLANKS

Unweighted application blanks are a very

inexpensive means of collecting basic information on job

applicants. Most organizations use unweighted application

blanks only for initial screening decisions.

 BIOGRAPHICAL INFORMATION

often called bio data, is personal history information

on an applicant’s background and interests.

“The best predictor of future behavior is past

behavior.”
 BIOGRAPHICAL INFORMATION

Bio data and background tests are similar in that

both look into an applicant’s past.

However, the two types of selection methods differ in

a number of important ways:(1) background checks are
used primarily when screening applicants for positions
whereas bio data inventories are used to screen
applicants in many jobs;
 BIOGRAPHICAL INFORMATION

(2) background information is obtained through interviews

and conversations with references, while bio data
information is usually collected by survey;

(3) the criterion by which background information is

validated is typically behavioral reliability while
performance is the principal criterion against which bio
data scores are validated
 BIOGRAPHICAL INFORMATION

It has been suggested that each bio data item can

be classified according to 10 criteria:

1. HISTORY

2. EXTERNALITY

3. OBJECTIVITY

4. FIRSTHANDEDNESS

5. DISCRETENESS
 BIOGRAPHICAL INFORMATION

6. VERIFIABILITY

7. CONTROLLABILITY

8. EQUAL ACCESSIBILITY

9. JOB RELEVANCE

10. INVASIVENESS
 BIOGRAPHICAL INFORMATION

Accomplishment Records

A selection method that can be considered a form of

a biographical information survey is the accomplishment

record, sometimes termed an achievement history

questionnaire or retrospective life essay.

Evaluation of Bio data

One of the more important issues in evaluating the

usefulness of bio data is the issue of falsification.

Reference and Background Checks

Background information about job applicants can come

not only from the applicant but also from people familiar with the
applicant in previous situations (e.g., employers, creditors,
neighbors).
Letters of Recommendation

Two major problems with this approach:

(1) these letters may do little to help the organization

discern more-qualified from less-qualified applicants;

(2) most letters are not structured or standardized

Reference Checks

Approach involves verifying applicant’s background

via contact with prior immediate supervisor or HR

department of current or previous companies.

Background Checks/Testing

background testing is concerned with the reliability

of applicants’ behavior, integrity, and personal adjustment.

Background checks do have limitations. First, the

records can be wrong, or be misinterpreted. Also,
sometimes the records are wrong, or contain misleading
information.
 HANDWRITING ANALYSIS

An extremely distant sign of job performance is

handwriting analysis or graphology. Some employers use
this type of analysis to predict job performance.

The theory behind graphology as a selection device

is that handwriting is a measure of personality.
 LITERACY TESTING

Literacy Testing

Most jobs require that employees possess reading

and writing skills.

Illiteracy is a big problem in the United States.

Another way for employers to address the issue of

illiteracy is to select in advance those people who already
have the required reading and writing skills.
 GENETIC SCREENING

Due to advances in medical technology, it is now

possible for employers to screen people on the basis of
their genetic code. The testing is done to screen out
people who are susceptible to certain diseases (e.g.,
sickle cell anemia) due to exposure to toxic substances at
work.
 INITIAL INTERVIEW

The initial interview occurs very early in the initial

assessment process and is often the applicant’s first
personal contact with the organization and its staffing
system.

The purpose of the initial interview is, and should be,

to screen out the most obvious cases of person/job
mismatches.
 INITIAL INTERVIEW

Evaluations of personal characteristics of the

applicant, as well as judgments about an applicant’s

personality, are to be avoided.

One of the limitations with the initial interview is that

it is perhaps the most expensive method of initial

assessment.
 INITIAL INTERVIEW

Video and Computer Interviews

One means of reducing the costs of initial interviews is to

use video interviews.

Video interviews can take at least two forms. One form of the
video interview is to link the applicant and recruiter via remote
video access.
 Another form of video interviews takes the process a

step further. Computer- based interviews utilize software

that asks applicants questions or presents realistic

scenarios while recording applicants’ responses.

 INITIAL INTERVIEW

Evaluation of Initial Interview

Organizations using the initial interview in selection are likely to

find it more useful by following a few guidelines such as the
following:

(1) Ask questions that assess the most basic KSAOs identified
by job analysis.

(2) Stick to basic, qualifying questions suitable for making

rough cuts .
 INITIAL INTERVIEW

(3) Keep interviews brief.

(4) As with all interviews, the same questions should be

asked of all applicants, and EEO compliance must be

monitored.
 CHOICE OF INITIAL ASSESSMENT
METHODS

As described, there is a wide range of initial assessment

methods available to organizations to help reduce the

applicant pool to bona fide candidates. A range of formats is

available as well.
 CHOICE OF INITIAL ASSESSMENT
METHODS

Use

refers to how frequently surveyed organizations use

each predictor. Use is probably an overused criterion in
deciding which selection measures to adopt.

Benchmarking

—basing HR decisions on what other companies are

doing—is a predominant method of decision making in all
areas of HR, including staffing.
 CHOICE OF INITIAL ASSESSMENT
METHODS

Cost refers to expenses incurred in using the predictor.

Although most of the initial assessment methods may seem
relatively cost-free since the applicant provides the information
on his or her own time, this is not entirely accurate.

On the other hand, utility research has suggested that

costs do not play a large part in evaluating the financial benefit
of using particular selection methods.
 CHOICE OF INITIAL ASSESSMENT
METHODS

Reliability refers to consistency of measurement. As was noted

in Chapter 7, reliability is a bound for validity, so it would be very
difficult for a predictor with low reliability to have high validity.

Validity refers to the strength of the relationship between the

predictor and job performance. Low validity refers to validity in
the range of about .00 to .15. Moderate validity corresponds to
validity in the range of about .16 to .30, and high validity is .31
and above.
 CHOICE OF INITIAL ASSESSMENT
METHODS

Utility refers to the monetary return associated with using

the predictor, relative to its cost.

Applicant Reactions

Reactions refers to the favorability of applicants’

reactions to the predictor. Applicant reactions are an
important evaluative criterion
 CHOICE OF INITIAL ASSESSMENT
METHODS

Adverse Impact refers to the possibility that a

disproportionate number of protected class

members may be rejected using this predictor.

 LEGAL ISSUES

Initial assessment methods are subject to numerous

laws, regulations, and other legal considerations. Four
major matters of concern pertain to using disclaimers,
conducting reference checks, making pre-employment
inquiries, and making bona fide occupational qualifications
claims.
 LEGAL ISSUES

Disclaimers

Disclaimers are statements (usually written) that provide

or confer explicit rights to the employer as part of the

employment contract and that are shown to job applicants.

 LEGAL ISSUES

Three areas of rights are usually suggested for possible

inclusion in a disclaimer policy.

(1) employment-at-will ;

(2) verification consent; and

(3) false statement warning

 REFERENCE AND BACKGROUND CHECKS

Reference and Background Checks

Separate legal concerns arise for reference checks

(conducted by a member of the organization) and

background checks (conducted by a third party, such as a

consumer reporting agency, on behalf of the organization)

 REFERENCE AND BACKGROUND
CHECKS

Reference Checks

Reference checking creates a legal quagmire for

organizations.

To deal with such problems, the following suggestions are

offered.

(1) Gather as much information as possible directly from

the applicant, along with a verification consent.
 REFERENCE AND BACKGROUND
CHECKS

(2) Be sure to obtain written authorization from the applicant

to check references.

(3) Specify the type of information being requested and

obtain the information in writing.

(4) Limit access to reference information to those making

selection decisions.

(5) Check relevant state laws about permissible and

impermissible reference check practices.
 REFERENCE AND BACKGROUND
CHECKS

Background Checks

The first legal requirement for the organization is to

comply with the federal Fair Credit Reporting Act. The FCRA
governs the gathering and use of background information on
applicants and employees (www.ftc.gov).
 REFERENCE AND BACKGROUND
CHECKS

Required Compliance. Several steps must be followed.

Before obtaining a consumer report, the organization must

(1) give the applicant clear notice in writing that a report

may be obtained and used in hiring or promotion
procedures, and

(2) obtain the applicants’ written authorization to obtain the

report.
 REFERENCE AND BACKGROUND
CHECKS

After taking an adverse action, the organization must

(1) notify (by written, oral, or electronic means) the

applicant of the adverse action,

(2) provide the name, address, and phone number of the

consumer reporting agency to the applicant, and

(3) provide notice of the applicant’s right to obtain a free

copy of the report from the agency and to dispute the
accuracy and completeness of the reports.
 PRE-EMPLOYMENT INQUIRIES

The term “pre-employment inquiry” (PI), as used here,

pertains to both content and method of assessment.
Regarding content, PI refers to applicants’ personal and
background data.

PIs have been singled out for particular legal (EEO/AA)

attention at both the federal and state levels
 PRE-EMPLOYMENT INQUIRIES

Federal Laws and Regulations

The EEOC makes the following points generally about Pi’s

(1) It is reasonable to assume that all requests for information

on an application form or in a pre-employment interview
are for some purpose and that selection or hiring decisions
are being made on the basis of the answers given.
 PRE-EMPLOYMENT INQUIRIES

(2) To seek information other than that which is essential to

effectively evaluate a person’s qualifications for employment is
to make oneself vulnerable to charges of discrimination and
consequent legal proceedings.

(3) It is, therefore, in an employer’s own self-interest to carefully

review all procedures used in screening applicants for
employment, eliminating or al- tering any not justified by
business necessity
 PRE-EMPLOYMENT INQUIRIES

EEOC Guide to Pre-employment Inquiries

It then provides specific guidance (do’s and dont’s) on
PIs regarding the following: race, color, religion, sex,
national origin, age, height and weight, marital status,
number of children, provisions for child care, English
language skill, educational requirements, friends or relatives
working for the employer, arrest records, conviction records,
discharge from military service, citizen- ship, economic
status, and availability for work on weekends or holidays
 PRE-EMPLOYMENT INQUIRIES

ADA Regulations.

There appears to be a fine line between permissible

and impermissible information that may be gathered, and

between appropriate and inappropriate methods for

gathering it, under the ADA.

 PRE-EMPLOYMENT INQUIRIES

Disability- related questions cannot be asked, meaning

questions

(1) about whether a person has a disability,

(2) that are likely to elicit information about a disability, or

(3) that are closely related to disability.

 PRE-EMPLOYMENT INQUIRIES

Alternatively, pre-offer it is permissible to ask:

• If the applicant can perform the job, with or without
reasonable accommodation

• The applicant to describe or demonstrate how they

would perform the job (including any needed reasonable
accommodation)
 PRE-EMPLOYMENT INQUIRIES

• If the applicant will need reasonable accommodation for

the hiring process (unless there is an obvious disability or
the applicant discloses a disability)

• The applicant to provide documentation of a disability if

requesting reason- able accommodation for the hiring
process
 PRE-EMPLOYMENT INQUIRIES

• If the applicant can meet the organization’s attendance

requirement

• The applicant for certifications and licenses

• About the applicant’s current illegal use of drugs (but not

past addiction)

• About the applicant’s drinking habits (but not alcoholism)

 PRE-EMPLOYMENT INQUIRIES

State Laws and Regulations

• There is a vast cache of state laws and regulations

pertaining to PIs. These requirements vary substantially
among the states. They are often more stringent and
inclusive than federal laws and regulations.
 BONA FIDE OCCUPATIONAL
QUALIFICATIONS

Title VII of the Civil Rights Act explicitly permits

discrimination on the basis of sex, religion, or national origin
(but not race or color) if it can be shown to be a bona fide
occupational qualification (BFOQ) “reasonably necessary to
the normal operation” of the business.
 BONA FIDE OCCUPATIONAL
QUALIFICATIONS

The burden of proof is on the employer to justify any BFOQ

claim, and it is clear that the BFOQ exception is to be
construed narrowly. Thus, it does not apply to the following:

• Refusing to hire women because of a presumed difference

in comparative HR outcomes (e.g., women are lower
performers, have higher turnover rates)
 BONA FIDE OCCUPATIONAL
QUALIFICATIONS

• Refusing to hire women because of personal

characteristic stereotypes (e.g., women are less
aggressive than men)

• Refusing to hire women because of the preferences of

others (customers or fellow workers)
 BONA FIDE OCCUPATIONAL
QUALIFICATIONS

Inability to Perform

The general employer claim here is that one gender

(usually women) is unable to perform the job due to job

requirements such as lifting heavy weights, being of a

minimum height, or long hours of work.

 BONA FIDE OCCUPATIONAL
QUALIFICATIONS

Same-Sex Personal Contact

Due to a job requirement of close personal contact with other
people, the employer may claim that employees must be the same
sex as those people with whom they have contact.

Customer Preference
Organizations may argue that customers prefer members of
one sex, and this preference must be honored in order to serve and
maintain the continued patronage of the customer.
 BONA FIDE OCCUPATIONAL
QUALIFICATIONS

Pregnancy or Fertility

Non pregnancy could be a valid BFOQ claim, particularly

in jobs where the risk of sudden incapacitation due to

pregnancy poses threats to public safety (e.g., airline

attendant).
THANK YOU!