Human Resource Management

Chapter 6
Selection
 Learning Outcomes
 Describe the selection process. Identify the primary purpose of
selection activities.

 Discuss why organizations use application forms. Explain the

primary purposes of performance simulation tests.

 Discuss the problems associated with job interviews and

means of correcting them. Specify the organizational benefits
derived from realistic job previews.

 Explain the purpose and benefits of background investigations.

 Selection

The process of selecting a qualified person who

can successfully do a job and deliver valuable
contributions to the organization.
A selection system should depend on job
analysis. This ensures that the selection criteria
are job related and will provide meaningful
organizational value.
 The Selection Process
 The selection process includes the following: initial screening
interview, completion of the application form, employment
test, comprehensive interview, background investigation,
conditional job offer, physical and medical investigation,
and the job offer.

 In the discrete selection process, each step acts as a stand

alone predictor - failing to pass any of these discrete steps
means disqualification from the job. In the comprehensive
approach, candidates go through most of the steps before a
final decision about them is rendered.

Fundamentals of Human Resource

Management 11e
 The Selection Process
The selection initial screening
Failed to meet minimum qualifications
process typically Passed

consists of eight completed application

Failed to complete application or
steps. Passed failed job specifications

employment test
Failed test
Passed
conditional comprehensive interview
job offer Passed
Failed to impress interviewer and/or
meet job expectations

background examination
if required Problems encountered

Passed
permanent
job offer medical/physical examination
(conditional job offer made) reject applicant
Unfit to do essential
elements of job

Able to perform essential elements of the job

 Primary purpose of Selection Activities

 Selection devices provide managers with information that

helps them predict whether an applicant will prove to be a
successful job performer.
 Selection activities primarily predict which job applicant will
be successful if hired.
 During the selection process, candidates also learn about the
job and organization.
 Proper selection can minimize the costs of replacement and
training, reduce legal challenges, and result in a more
productive workforce.

Fundamentals of Human Resource

Management 11e
 The Selection Process

initial screening
interview

A screening interview includes a brief review of your

background and a few questions. The questions will be about
your qualifications, but the interviewer may also want to know
your salary requirements and availability to work

 Job description information is shared along with a salary range

• Weeding out of applicants who don’t meet general job
requirements
• Screening interviews help candidates decide if position is suitable
 The Selection Process

completing
the application

Gives a job-performance-related synopsis of what applicants

have been doing, their skills and accomplishments.
 Legal considerations
• Omit items that are not job-related such as gender, religion, age
• Includes statement giving employer the right to dismiss an employee
for falsifying information
• Asks for permission to check work references
• Typically includes “employment-at-will” statement
 The Selection Process

completing
the application

Weighted application forms

• Individual pieces of information are validated against
performance and turnover measures and given appropriate
weights
• Data must be collected for each job to determine how well
a particular item (Years of schooling, tenure on last job)
predicts success on target job
 The Selection Process

completing
the application

 The application form is effective for acquiring hard biographical

data that can ultimately be verified

 Information collected on application forms can be highly predictive

of successful job performance

 Forms must be validated and continuously reviewed and updated

 Data should be verified through background investigations

 The Selection Process

pre-employment testing

 Performance simulation tests

• Require applicants to engage in job behaviors necessary for doing the
job successfully
 Work sampling
• Uses job analysis to develop a miniature replica of the job so the
applicant can demonstrate his/her skills
 Assessment centers
• Give tests and exercises, (individual and group), to assess managerial
potential or other complex skills
 Primary purpose of Performance
simulation
 Performance simulation test require the
applicant to engage in specific behaviors
demonstrated to be job related.

 Work sampling and the assessment center,

which are performance simulations, receive
high marks for their predictive capability.

Fundamentals of Human Resource

Management 11e
 The Selection Process

comprehensive
interviews

 Assesses motivation, values, ability to work under

pressure, attitude, ability to fit in
 Can be traditional, panel, or situational
 Especially useful for high-turnover jobs and less
routine ones
The interview is only as effective as those conducting it.
 The Selection Process

Possible Problems of comprehensive

interviews
 Impression management
• Applicant’s attempts to project the “right image” may skew interview results
 Interviewer bias
• Created by reviewing materials such as the resume, application, or test scores
prior to the actual interview
 Interviewers have short and inaccurate memories, note-taking and video
may help
 Behavioral interviews are much more effective at predicting job
performance than traditional interviews
 Realistic job previews (brochures, videos, plant tours, work sampling) help
reduce turnover rates
  Possible Problems of comprehensive
 interviews

Interviews consistently achieve low marks for

reliability and validity. These, however, are more
the result of interviewer problems than problems
with the interview. Interviewing validity can be
enhanced by using a structured process.

Fundamentals of Human Resource

Management 11e
 Benefits of  Realistic Job Preview

  RJP is a recruiting tool used to communicate

both the good and bad aspects of a job.
Essentially, it is used to provide a prospective
employee a realistic view of what
the job entails.

 Realistic job previews reduce turnover by

giving the applicant both favorable and
unfavorable information about the job.
Fundamentals of Human Resource
Management 11e
 The Selection Process

conditional
job offer

 HR manager makes an offer of employment,

depending on successful completion of background
check, physical/medical exam, drug test, etc.

 May use only job-related information to make a

hiring decision
 The Selection Process

background
investigation

Background investigations are valuable when they verify hard data from
the application form:

 References
 Former employers
 Education
 Legal status to work .
 Credit references
 Criminal records
 The Selection Process

background
investigation

 Qualified privilege:
• Former employers may discuss employees with prospective
employers without fear of reprisal as long as the discussion
is about job-related, documented facts
 One-third of all applicants exaggerate their backgrounds or
experiences
 A good predictor of future behavior is an individual’s past
behavior  
Companies can be held liable for failure to properly hire.
 The Selection Process

medical investigation

 Used only to determine if the individual can comply

with essential functions of the job
 Americans with Disabilities Act requires that exams
be given only after conditional job offer is made
 Drug tests can be given at this time
 Company health & life insurance policy qualifier
 The Selection Process

job offer

 Actual hiring decision generally made by the department

manager, not HR manager

 Candidates not hired deserve the courtesy of prompt

notification
 The Selection Process

The Comprehensive Approach

 Comprehensive selection
• Puts applicants through all the steps in the selection
process before making a decision.
• Assesses both strengths and weaknesses, and is considered
more realistic
• May only measure factors related to the job
• Typically more costly and time consuming
 The Selection Process

Now it’s up to the candidate

 Most people want jobs compatible with their
personality
 Applicants who are not hired this time will still form
an impression about the company
 Management should make sure the selection process
leaves candidates with a favorable impression of the
company
 Key Elements for Successful
Predictors

What test elements help predict which applicants will

be successful on the job?

reliability
validity
cut scores
 Key Elements for Successful
Predictors

reliability

 The ability of the selection tool to measure an

attribute consistently
 HR managers need reliable tests to make sure the
applicant will perform satisfactorily

There are companies that specialize in employment testing. For

example, watch the demo at www.eSkill.com
 Key Elements for Successful
Predictors

validity

 The relationship between scores on a selection tool

and a relevant criterion, such as job performance.
• Content validity
• Construct validity
• Criterion-related validity
 Key Elements for Successful
Predictors

validity

Content validity Construct validity Criterion-related validity

• Degree to which • Degree to which a • Degree to which a selection

device accurately predicts
the content of the particular important elements of
test, as a sample, (abstract) trait is work behavior
represents related to • Predictive validity uses test
scores of applicants to
situations on the successful job compare with their future
job performance job performance
• Concurrent validity
correlates test scores of
current employees with
measures of their job
performance
 Key Elements for Successful
Predictors
Predictive
Give test to Hire based on Evaluate Analyze test
all criteria other performanc scores and
applicants, than test e one year performance
record score results after evaluations for
and file beginning significant
work relationship; does
it exist?

Develop a Yes
battery of No
tests
Analyze test
scores and Set and
performance implement
Give test
evaluations valid cut
to all
for significant scores
current
relationship: Yes
employees
does it exist?

Concurrent No
 Key Elements for Successful
Predictors

cut scores

The cut score separates successful from unsuccessful

performers.
 Cut scores on a selection device can be determined by
validity studies
 Applicants scoring below the cut score are predicted
to be unsuccessful on the job and are rejected
 Selection From a Global
Perspective

 Selection criteria for international assignments:

1. Interest in working overseas

2. Ability to relate to different cultures and environments
3. Supportiveness of the candidate’s family

 Female executives have done well abroad in Asia and Latin

America, despite past reluctance to assign them to these
countries
 Excelling at the Interview

To excel in your own job interview

 Do some homework on the company
 Get a good night’s rest the night before
 Dress appropriately
 Arrive for the interview a few minutes early
 Use a firm handshake
 Maintain good eye contact
 Take the opportunity to have practice interviews
 Thank the interviewer in person, and send a thank-you note
 Fill-in-the-blanks
1. The _____ is the first step in the selection process.
initial screening interview
2. _____ assign values to application information in order to determine job success.
Weighted application forms
3. _______ require applicants to engage in job behaviors necessary for doing the job successfully.
Performance simulation tests
4. Three types of comprehensive interviews are _____, ______, and _____.
traditional, panel, and situational
5. In a _____, HR manager makes an offer of employment, contingent upon successful completion of
background check, physical/medical exam, drug test, etc.
conditional job offer
6. _________ means employers may discuss employees with prospective employers without fear of
reprisal as long as the discussion is about job-related, documented facts.
Qualified privilege
7. There three types of validity are _______, ________, and _______.
Content, construct, criterion-related
8. On an employment test, the _____ separates successful from unsuccessful performers.
cut score
  THANK YOU

Fundamentals of Human Resource

Management 11e